12 suggestions for how to convince traditional clients to agree to an Agile project plan. Presented by Arin Sime of OpenSource Connections at Agile 2009 in Chicago.
The document introduces scrum and agile methodologies as a way to improve over traditional software development processes. It notes common problems with traditional approaches like time overruns, cost overruns, bad planning, and demotivated teams. Scrum and agile are presented as iterative approaches that emphasize collaboration, regular planning, and focus on delivering business value frequently through working software. Key aspects of scrum like the product owner, scrum master, sprints, daily standups, and product backlogs are summarized as ways scrum addresses the issues of traditional approaches.
All agile development begins with the sales process. Internally, adopting agile approaches require the support of top management and project managers. External clients have to be sold on the agile approach and convinced to sign a contract that allow for agile development. Sales teams have to be able to convince external clients that the agile approach is the best for their project.
Paul Klipp has been selling the agile process internally and to outside clients since 2004 with considerable success. In this presentation, he'll discuss how to sell the benefits of agile development to internal stakeholders and to outside clients and will provide an overview of different approaches to agile contracts.
Delivering value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve.
The document compares traditional waterfall and agile product development approaches. It summarizes research finding that agile projects succeed three times more often than waterfall projects. Key aspects of agile methodologies like Scrum are outlined, including roles, ceremonies, and values. Challenges of adopting agile approaches are also discussed.
This document discusses several key aspects of agile software development including:
- Agile teams tend to have above-average productivity and can release software more frequently.
- Organizational success is defined as completing projects on time and on budget rather than technical success alone.
- Agile methods help set clear expectations so projects unlikely to succeed organizationally can be cancelled early.
- To implement agile, the values and principles of the Agile Manifesto must be put into practice.
The document discusses the principles behind the Agile Manifesto and provides examples of patterns and anti-patterns related to adopting Agile practices. It begins by listing the 12 principles from the Agile Manifesto, including delivering working software frequently and valuing customer collaboration over contract negotiation. The document then analyzes scenarios to determine whether team decisions align with or contradict Agile principles, and suggests more aligned approaches when needed.
Introduction to Agile Project Management and ScrumVoximate
The document summarizes key concepts of agile software development methodologies like Scrum and Kanban. It discusses problems with traditional waterfall methods and why user stories, short sprints, and continuous feedback are better approaches. Key points covered include writing short user stories to represent features, estimating story efforts in relative points, committing to stories per sprint, daily standups, and using burn down charts to track progress.
The document introduces scrum and agile methodologies as a way to improve over traditional software development processes. It notes common problems with traditional approaches like time overruns, cost overruns, bad planning, and demotivated teams. Scrum and agile are presented as iterative approaches that emphasize collaboration, regular planning, and focus on delivering business value frequently through working software. Key aspects of scrum like the product owner, scrum master, sprints, daily standups, and product backlogs are summarized as ways scrum addresses the issues of traditional approaches.
All agile development begins with the sales process. Internally, adopting agile approaches require the support of top management and project managers. External clients have to be sold on the agile approach and convinced to sign a contract that allow for agile development. Sales teams have to be able to convince external clients that the agile approach is the best for their project.
Paul Klipp has been selling the agile process internally and to outside clients since 2004 with considerable success. In this presentation, he'll discuss how to sell the benefits of agile development to internal stakeholders and to outside clients and will provide an overview of different approaches to agile contracts.
Delivering value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve.
The document compares traditional waterfall and agile product development approaches. It summarizes research finding that agile projects succeed three times more often than waterfall projects. Key aspects of agile methodologies like Scrum are outlined, including roles, ceremonies, and values. Challenges of adopting agile approaches are also discussed.
This document discusses several key aspects of agile software development including:
- Agile teams tend to have above-average productivity and can release software more frequently.
- Organizational success is defined as completing projects on time and on budget rather than technical success alone.
- Agile methods help set clear expectations so projects unlikely to succeed organizationally can be cancelled early.
- To implement agile, the values and principles of the Agile Manifesto must be put into practice.
The document discusses the principles behind the Agile Manifesto and provides examples of patterns and anti-patterns related to adopting Agile practices. It begins by listing the 12 principles from the Agile Manifesto, including delivering working software frequently and valuing customer collaboration over contract negotiation. The document then analyzes scenarios to determine whether team decisions align with or contradict Agile principles, and suggests more aligned approaches when needed.
Introduction to Agile Project Management and ScrumVoximate
The document summarizes key concepts of agile software development methodologies like Scrum and Kanban. It discusses problems with traditional waterfall methods and why user stories, short sprints, and continuous feedback are better approaches. Key points covered include writing short user stories to represent features, estimating story efforts in relative points, committing to stories per sprint, daily standups, and using burn down charts to track progress.
1. The document provides an overview of practical scrum concepts including lean thinking, agile principles, scrum roles and ceremonies.
2. It discusses the roles of the product owner, scrum master and team in scrum and describes the four main scrum ceremonies: sprint planning, daily scrum, sprint review, and retrospective.
3. Key aspects of each ceremony are outlined such as their purpose, participants, and goals to continuously deliver working software and improve the process.
- The client wants to build a new website and has a $100k budget and 12 month deadline
- The team will use an Agile methodology called Scrum to manage the project incrementally using short sprints
- Scrum uses cross-functional teams, prioritized backlogs, daily stand-ups, sprints, reviews and retrospectives to iteratively deliver working software
- Key roles include the Product Owner who prioritizes features, the Development Team who build the increments, and the ScrumMaster who facilitates the process
Agile Anti-Patterns. Yes your agile projects can and will fail too.Sander Hoogendoorn
The document discusses various anti-patterns that can cause agile projects to fail. It notes that while many believe waterfall methods don't work, agile projects can fail too if not implemented properly. Some specific anti-patterns mentioned include blaming the methodology instead of the implementation, overreliance on documentation or rituals over outcomes, and treating agile as a one-size-fits-all approach. The document advocates for tailoring agile approaches to individual project and organization needs.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
This document contains an introduction to agile principles compared to traditional plan-driven development. It discusses key concepts of agile such as iterative development, rapid feedback loops, transparency, and adapting to change. The document emphasizes delivering customer value through working software over comprehensive documentation. It advocates for minimizing waste and focusing on eliminating bottlenecks rather than keeping all workers fully utilized.
We are uncovering better ways of developing software by valuing individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The document discusses agile values and principles like valuing working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It emphasizes delivering working software frequently through close cooperation between developers and customers.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Scrum and Kanban are popular agile methodologies used with Team Foundation Server (TFS). TFS supports agile practices through features like version control, work item tracking, build automation, and reporting. It allows teams to manage their backlogs, track work items like user stories and bugs, and gain visibility into project progress and metrics.
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
This document provides an overview of concepts related to practical Scrum. It discusses roles like the Product Owner and how they define features, priorities, and work for each iteration. It covers topics like requirements gathering, user story writing, estimating effort using planning poker, calculating team velocity, and long-term release planning. The document also explains Scrum ceremonies like sprint planning, daily stand-ups, sprint reviews, and retrospectives. Finally, it discusses agile engineering practices like pair programming, test-driven development, refactoring, and continuous integration.
This document provides a summary of key concepts from Chapter 4 of the book "Essential Scrum". It describes the Scrum framework, roles, artifacts, and events. The Scrum roles include the Product Owner, Scrum Master, and Development Team. Key artifacts are the Product Backlog and Sprint Backlog. Main events are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The goal is to help teams self-organize to deliver working software in short cycles through transparency, inspection, and adaptation.
This document discusses the roots and evolution of agile methodologies. It traces agile back to problems with traditional heavyweight processes in the 1980s and the development of early agile frameworks like Scrum, XP, and DSDM. It then covers key agile concepts like collaboration, communication, and self-organizing teams. Finally, it summarizes popular methodologies like Scrum, XP, and Kanban, and looks at future trends like Scrumban, lean startup, and the potential decline of rigid project constraints. The overarching message is that teams should adopt agile principles and tailor processes and practices to their specific needs.
This document provides an introduction to Agile project management frameworks like Scrum and Kanban. It discusses the limitations of traditional waterfall project management and how Agile aims to address these issues through iterative development, collaboration, and flexibility. Key aspects of Scrum like roles, events, artifacts, estimation and user stories are explained. Kanban concepts such as visualizing workflow, limiting work in progress, and managing flow are also covered. The document recommends resources for learning more about Agile, Scrum, Kanban and hybrid approaches.
This document discusses how roles and responsibilities change in Agile/Scrum frameworks compared to traditional organizations. It outlines several key Agile roles including Product Owner, Scrum Master, and Scrum Team Members. It also discusses how requirements, design, testing, and tracking emerge incrementally rather than being fully planned upfront. Cultural shifts involve moving from big requirements/design upfront to emergent approaches. The roles of Architect, User Experience Lead, Internal Coach/Mentor, Agile Program Manager, and Functional Manager are also described.
This document discusses the role of managers in an agile environment. It begins by outlining some assumptions, such as the reader's familiarity with agile processes and interest in learning what managers need to know. It then explores different types of managers like product and project managers. The document also covers common reporting structures, organizational impacts of agile, and career paths. It provides guidance on agile leadership at the team level and concludes by discussing management responsibilities in an agile world.
Scrum is an agile framework for managing complex projects. It emphasizes transparency, inspection, and adaptation. Key aspects of Scrum include short sprints with fixed durations, daily stand-ups, sprint planning and reviews, and retrospectives. The product owner prioritizes features in the backlog and the cross-functional team works to complete them in sprints. Applying Scrum principles like frequent delivery, transparency, and process improvement can help manage uncertainty, deliver value faster, improve quality, and eliminate waste.
The document provides an overview of a presentation given by Matthew Caine on why Agile works. Some key points:
- Agile focuses on people and results above all else
- Traditional management kills motivation in the workplace
- Steve Denning discovered motivated "geeks" using Agile and wanted to understand why it worked
- Humans need autonomy, mastery, and purpose to be motivated according to Daniel Pink
- Agile provides these things by allowing autonomy over work, mastery through continuous learning, and a sense of purpose in adaptive planning
- Agile ceremonies like planning, stand-ups, reviews, and retrospectives create a structure that embraces emergent details and continuous improvement
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
Managing client expectations of agile in commercial software projectsMSM Software
The word ‘agile’ has become one of those software development buzzwords that people use but do not fully understand. So how do you manage expectations for clients who are new to agile or do not fully understand the agile methodology? And, does agile work for every project? This session considers how to define an agile project methodology that fits client needs and will deliver project success.
This presentation was first presented by Steve Adams at Agile on the Beach.
Slides from my talk at http://2015.nuxconf.uk. Manchester, UK, October 2015.
Synopsis
Have you ever heard of Clients from Hell – the website that cites hellish stories designers collect over a lifetime of working with clients? If you haven’t, many of the situations described on the site won’t be foreign to you: clients who believe theirs is the only opinion that matters, who tell you which colors to use and ask to “make the logo bigger,” and who just don’t seem to get their head around what UX truly means. Clients being difficult is a well-known cliche in the design world.
There’s another side to all this: clients are also people who are deeply embedded within organizations we can help with our proficiency in design-thinking and user-centered design. They know their jobs, customers, and organizations so well that if we could just see eye to eye, we could make real impact together.
In her talk, Jenny will explore some insights from over a decade of working with clients. She will share practical examples of hands-on methods to explain, teach, and inspire user-centered thinking in clients who “just don’t get it.”
1. The document provides an overview of practical scrum concepts including lean thinking, agile principles, scrum roles and ceremonies.
2. It discusses the roles of the product owner, scrum master and team in scrum and describes the four main scrum ceremonies: sprint planning, daily scrum, sprint review, and retrospective.
3. Key aspects of each ceremony are outlined such as their purpose, participants, and goals to continuously deliver working software and improve the process.
- The client wants to build a new website and has a $100k budget and 12 month deadline
- The team will use an Agile methodology called Scrum to manage the project incrementally using short sprints
- Scrum uses cross-functional teams, prioritized backlogs, daily stand-ups, sprints, reviews and retrospectives to iteratively deliver working software
- Key roles include the Product Owner who prioritizes features, the Development Team who build the increments, and the ScrumMaster who facilitates the process
Agile Anti-Patterns. Yes your agile projects can and will fail too.Sander Hoogendoorn
The document discusses various anti-patterns that can cause agile projects to fail. It notes that while many believe waterfall methods don't work, agile projects can fail too if not implemented properly. Some specific anti-patterns mentioned include blaming the methodology instead of the implementation, overreliance on documentation or rituals over outcomes, and treating agile as a one-size-fits-all approach. The document advocates for tailoring agile approaches to individual project and organization needs.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
This document contains an introduction to agile principles compared to traditional plan-driven development. It discusses key concepts of agile such as iterative development, rapid feedback loops, transparency, and adapting to change. The document emphasizes delivering customer value through working software over comprehensive documentation. It advocates for minimizing waste and focusing on eliminating bottlenecks rather than keeping all workers fully utilized.
We are uncovering better ways of developing software by valuing individuals and interactions, working software, customer collaboration, and responding to change over processes, documentation, contract negotiation, and following a plan. The document discusses agile values and principles like valuing working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It emphasizes delivering working software frequently through close cooperation between developers and customers.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Scrum and Kanban are popular agile methodologies used with Team Foundation Server (TFS). TFS supports agile practices through features like version control, work item tracking, build automation, and reporting. It allows teams to manage their backlogs, track work items like user stories and bugs, and gain visibility into project progress and metrics.
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
This document provides an overview of concepts related to practical Scrum. It discusses roles like the Product Owner and how they define features, priorities, and work for each iteration. It covers topics like requirements gathering, user story writing, estimating effort using planning poker, calculating team velocity, and long-term release planning. The document also explains Scrum ceremonies like sprint planning, daily stand-ups, sprint reviews, and retrospectives. Finally, it discusses agile engineering practices like pair programming, test-driven development, refactoring, and continuous integration.
This document provides a summary of key concepts from Chapter 4 of the book "Essential Scrum". It describes the Scrum framework, roles, artifacts, and events. The Scrum roles include the Product Owner, Scrum Master, and Development Team. Key artifacts are the Product Backlog and Sprint Backlog. Main events are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The goal is to help teams self-organize to deliver working software in short cycles through transparency, inspection, and adaptation.
This document discusses the roots and evolution of agile methodologies. It traces agile back to problems with traditional heavyweight processes in the 1980s and the development of early agile frameworks like Scrum, XP, and DSDM. It then covers key agile concepts like collaboration, communication, and self-organizing teams. Finally, it summarizes popular methodologies like Scrum, XP, and Kanban, and looks at future trends like Scrumban, lean startup, and the potential decline of rigid project constraints. The overarching message is that teams should adopt agile principles and tailor processes and practices to their specific needs.
This document provides an introduction to Agile project management frameworks like Scrum and Kanban. It discusses the limitations of traditional waterfall project management and how Agile aims to address these issues through iterative development, collaboration, and flexibility. Key aspects of Scrum like roles, events, artifacts, estimation and user stories are explained. Kanban concepts such as visualizing workflow, limiting work in progress, and managing flow are also covered. The document recommends resources for learning more about Agile, Scrum, Kanban and hybrid approaches.
This document discusses how roles and responsibilities change in Agile/Scrum frameworks compared to traditional organizations. It outlines several key Agile roles including Product Owner, Scrum Master, and Scrum Team Members. It also discusses how requirements, design, testing, and tracking emerge incrementally rather than being fully planned upfront. Cultural shifts involve moving from big requirements/design upfront to emergent approaches. The roles of Architect, User Experience Lead, Internal Coach/Mentor, Agile Program Manager, and Functional Manager are also described.
This document discusses the role of managers in an agile environment. It begins by outlining some assumptions, such as the reader's familiarity with agile processes and interest in learning what managers need to know. It then explores different types of managers like product and project managers. The document also covers common reporting structures, organizational impacts of agile, and career paths. It provides guidance on agile leadership at the team level and concludes by discussing management responsibilities in an agile world.
Scrum is an agile framework for managing complex projects. It emphasizes transparency, inspection, and adaptation. Key aspects of Scrum include short sprints with fixed durations, daily stand-ups, sprint planning and reviews, and retrospectives. The product owner prioritizes features in the backlog and the cross-functional team works to complete them in sprints. Applying Scrum principles like frequent delivery, transparency, and process improvement can help manage uncertainty, deliver value faster, improve quality, and eliminate waste.
The document provides an overview of a presentation given by Matthew Caine on why Agile works. Some key points:
- Agile focuses on people and results above all else
- Traditional management kills motivation in the workplace
- Steve Denning discovered motivated "geeks" using Agile and wanted to understand why it worked
- Humans need autonomy, mastery, and purpose to be motivated according to Daniel Pink
- Agile provides these things by allowing autonomy over work, mastery through continuous learning, and a sense of purpose in adaptive planning
- Agile ceremonies like planning, stand-ups, reviews, and retrospectives create a structure that embraces emergent details and continuous improvement
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
Managing client expectations of agile in commercial software projectsMSM Software
The word ‘agile’ has become one of those software development buzzwords that people use but do not fully understand. So how do you manage expectations for clients who are new to agile or do not fully understand the agile methodology? And, does agile work for every project? This session considers how to define an agile project methodology that fits client needs and will deliver project success.
This presentation was first presented by Steve Adams at Agile on the Beach.
Slides from my talk at http://2015.nuxconf.uk. Manchester, UK, October 2015.
Synopsis
Have you ever heard of Clients from Hell – the website that cites hellish stories designers collect over a lifetime of working with clients? If you haven’t, many of the situations described on the site won’t be foreign to you: clients who believe theirs is the only opinion that matters, who tell you which colors to use and ask to “make the logo bigger,” and who just don’t seem to get their head around what UX truly means. Clients being difficult is a well-known cliche in the design world.
There’s another side to all this: clients are also people who are deeply embedded within organizations we can help with our proficiency in design-thinking and user-centered design. They know their jobs, customers, and organizations so well that if we could just see eye to eye, we could make real impact together.
In her talk, Jenny will explore some insights from over a decade of working with clients. She will share practical examples of hands-on methods to explain, teach, and inspire user-centered thinking in clients who “just don’t get it.”
After an introduction to the basic tenets of Agile and some Agile practices, this presentation to Richmond SPIN (Software Process Improvement Network) talks about ways to convince your organization or clients to use Agile software development practices. Based on a presentation given at Agile 2009 by Arin Sime, Senior Consultant with OpenSource Connections.
The Agile Manifesto was published in 2001 and much has changed since then. Read on for an opportunity to rethink the Agile Manifesto. View Agile in a new light and deconstruct which concepts were home runs and which still need to evolve.
The document discusses the principles of Agile and Scrum project management frameworks. It outlines the Agile Manifesto which values individuals and interactions, working software, customer collaboration, and responding to change over processes and tools, comprehensive documentation, contract negotiation, and following a plan. It then describes the basics of Scrum including common roles like Product Owner, Scrum Master, and Team. It explains Scrum events like the Sprint Planning Meeting, Daily Scrum, Sprint Review, and Retrospective and how they function to help teams work in short cycles to deliver working software.
A look at the options available to companies when delivering development services using Agile methods.
October 2014 - Presentation to Agile4Agencies, London.
November 2014 - Updated for Skills Matter, London
Talk by Joakim Sundén and Anders Ivarsson about agile and scaling agile at Spotify. These particular slides are from a Kanban Open Space event in Ghent, Belgium, February 2013.
Presales, solution design & bid management an overviewMukesh Yadav
The document discusses various aspects of pre-sales activities including responding to client requests, supporting client visits, interfacing with internal and external groups for solution design, marketing support, competitor analysis, and responding to RFx documents. It describes key elements of solution design like effort estimation, technical and functional solutions, project methodology, plans, resourcing, and templates for bid qualification, management, and presentation. The goal is to understand customer needs, design optimal solutions, prepare competitive proposals, and win new business through effective pre-sales and bid management processes.
The document outlines best practices for developing winning proposals, including establishing a proposal center of excellence and following a structured proposal development process. It discusses proposal elements like compliance matrices, storyboarding, theme development, and reviews. Effective proposal management incorporates project management techniques, quality standards, and continuous improvement methods.
This document provides an overview of agile methodology and compares it to traditional waterfall development. It describes waterfall development as a sequential process with distinct phases completed one after another. Agile approaches like Scrum and Kanban are presented as more iterative and adaptive alternatives that focus on delivering working software frequently in short cycles through self-organizing cross-functional teams. Key aspects of Scrum like sprints, daily stand-ups, and product backlogs are defined. Kanban emphasizes visualizing and limiting work in progress to optimize flow. Both aim to incorporate feedback and respond rapidly to changes over rigidly following pre-defined plans.
AgileCville: How to sell a traditional client on an Agile project planOpenSource Connections
This document provides strategies for selling an Agile project plan to a traditional client. It begins with explaining why Agile needs to be sold and defines a traditional environment. It then discusses 11 strategies for persuading clients, including running a trial sprint, using case studies and metrics to show successes, finding a champion, and comparing Agile to other methodologies. It stresses the importance of continuing to promote Agile's benefits throughout the project. The document aims to help consultants overcome clients' fears of Agile and replace traditional upfront documentation with iterative development.
This document discusses how Agile principles and practices can support ITIL frameworks. It advocates that development adopt Agile methods fully through automation, customer involvement, and focus on quality. It also stresses the importance of operations participating in development and allowing frequent changes. Adopting these approaches can improve service quality, reduce risks, and foster collaboration between teams. The document provides advice such as implementing process changes incrementally and ensuring both process owners and managers are involved.
Agile Development Product Delivery For Successful OrganizationsMarc Crudgington, MBA
This document provides an overview of agile development and product delivery methods for successful organizations. It includes an interactive agenda covering topics such as agile frameworks versus processes, common agile methodologies like Scrum, planning and estimating, principles of agile development, adopting agile practices, and potential impediments to agile adoption.
Overview of Agile for Business AnalystsSally Elatta
This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com
1) Smart companies are combining traditional and agile practices to increase business value by using more plan-driven methods for elements high in criticality and stability, and agile methods for elements high in volatility.
2) The BA role is not going away in an agile world because many projects do not fit the agile "sweet spot" and BAs provide value as facilitators, problem-solvers, and producers of documentation.
3) Traditional BA techniques like functional decomposition, scenarios and use cases, and requirements workshops can improve agile-inspired projects by achieving a deep understanding of problems and managing conflicts collaboratively.
The document discusses 12 common myths and misconceptions about agile practices. It summarizes that agile is based on principles and values rather than rigid methodologies. Additionally, it emphasizes that agile focuses equally on engineering practices as project management. Iterative development aims to evolve working software incrementally rather than view a project in isolated milestones. Budgets are fixed while scope is variable to allow for adapting to feedback. Problems are expected to surface earlier when using agile to allow for easier fixing compared to later discovery in waterfall approaches. Documentation and design are evidence-based rather than speculative upfront plans. Adopting agile is an ongoing cultural shift rather than a single change and continuous improvement is key.
This document provides an overview of Agile project management principles and practices compared to traditional Waterfall project management. It discusses key aspects of the Agile Manifesto such as valuing individuals, collaboration, and responding to change over comprehensive documentation and following a plan. Specific Agile frameworks like Scrum and Kanban are outlined, along with industry metrics showing higher success rates and productivity with Agile. Challenges with the Waterfall model and benefits of Agile approaches are also summarized.
The document discusses enterprise agility and provides four case studies of organizations adopting agile practices using different patterns: Little Footprint, Big Footprint, Pillar, and Osmosis. It describes each case study in terms of the organization, mandate, lessons learned, level of agility achieved, and compares the different patterns. The conclusion recommends beginning the adoption of agility by focusing on being agile through practices like poly-skilled teams, continuous delivery, activist investing, and customized training.
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Managing international software projects interactively using scrumPeter Horsten
Too many projects are not (fully) successful. In many cases this is caused by issues in the management approach. Clients want to know what they get for a fixed budget. But we all know it's almost impossible to fully specify what you need.
An Agile software approach proved to work for us. After implementing Scrum our projects went more smooth and we were more often delivering the right results on time.
It took time to get this working. For developers it was a bit scary and for our clients it meant they really had to trust us. Today we can see our effort pays off. We wouldn't like to go back to waterfall times anymore.
The document presents a 10 step model for agile requirements that includes defining the objective, stakeholders, vision, roles, personas, user stories, acceptance tests, development, delivery, and checking the delivered value. It argues that there is more to requirements than just user stories and that projects should either take a "salami slice" or goal-directed agile approach. The model is intended to provide insights and ideas for linking together all aspects of agile requirements.
Arch factory - Agile Design: Best PracticesIgor Moochnick
This document provides guidance on agile architecture and design principles. It emphasizes that agile design is about responding quickly to change for customers and teams through transparency, lightweight processes, and continuous learning. Key principles discussed include designing incrementally without large upfront design; getting early and continuous feedback; delaying commitment and complexity; and maximizing evolutionary design through reversibility and packaging. The document also covers topics like testing, distributed teams, and delivering frequently.
Findings from a 10-year retrospective of Agile held by the BCS Agile Methods SG on 24 Jan 2012 on London(UK) with 100 attendees and over 500 years of Agile experience
The product backlog is a prioritized list of features, stories, or tasks that need to be completed for a product. It is created and maintained by the product owner. Items in the backlog are estimated by the team and assigned a business value by the product owner. The backlog is a living document that evolves over time based on changes to requirements, new ideas, or technical challenges. Effective product backlog definition requires collaboration between multiple roles through iterative and incremental processes.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
Omni Channel Marketing Conference - Gavin MerrimanTony Booth
This document discusses SDG's transition from traditional to agile commerce. It provides tips and lessons learned, including forming a strategy with cross-departmental input, competitive research, and customer validation. Securing executive backing requires participation, an exciting vision, and addressing objections. Implementing an agile framework involves user-centered design, agile development, and establishing an innovation fund. While challenging, transitioning created the right conditions for SDG to win awards, improve sites, and better serve customers across channels.
Professional Project Manager Should Be Proficient in AgileNitor
This document discusses the benefits of being proficient in Agile project management. It begins with an introduction of the presenter and their experience in IT projects. It then contrasts the Waterfall and Agile approaches. Waterfall involves detailed upfront planning while Agile values adaptability and frequent delivery of working software. The document emphasizes that due to global competition, it is not enough to simply complete a project but to exceed expectations and adapt quickly. It provides examples of how companies like Nitor have seen success through Agile methods and discusses key Agile principles like small batch sizes and effective communication.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
Agile initiatives always begin with the best of intentions—accelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issues—or mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to a failing project. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
This document discusses strategies for using technology to drive growth and profitability for professional contractors. It begins with an introduction to Sage, a business management software company, and the key industries they serve. It then discusses how economic downturns can impact contractors' revenue, costs, competition and customers. The document proposes that technology can improve business performance in areas like operations, people, money, marketing, sales, customers, leadership and management. It provides examples of how technologies like mobility, paperless processes and business development tools can help contractors adapt to challenges. It concludes by emphasizing the need to actually implement and use technologies in order to realize their full potential return on investment.
Similar to Agile2009 - How to sell a traditional client on an Agile project plan (20)
This document discusses various search features beyond basic matching and ranking, including facets, query auto-completion, spelling correction, and query relaxation. It provides examples of how these features are implemented in Solr to help users formulate queries, understand results, and narrow down search outputs. Specific challenges with facets for e-commerce search are outlined, such as handling product variants and selecting the best facet values. Solutions proposed include indexing one document per variant, using collapse queries, and executing a prior facet request to select meaningful facets. The document also discusses approaches to auto-completion using suggesters and spelling correction using the Solr spellcheck component or alternative methods like fuzzy search over a query index. Finally, query relaxation techniques are briefly covered, such
- Eric Pugh is the co-founder of OpenSource Connections, an Elasticsearch and Solr consultancy.
- OpenSource Connections helps clients improve their search relevance through consultancy, training, and community initiatives like meetups and conferences.
- Many websites have "broken" search relevance due to issues like poor collaboration, difficult testing processes, and slow iterations. OpenSource Connections aims to help clients address these issues through tools like their search dashboard Quepid.
- Improving search relevance is important for better conversion rates, understanding customer intent, and enabling personalization. OpenSource Connections provides strategies and services to help tune clients' search using frameworks, tools like Quepid, and a focus on measurement
Smarter search drives value to your business. Delivering search that matches users to the right content is what you care about. But organizations often get stuck getting there. It turns out that you need quite a number of very different ingredients to deliver tremendous search. It can make your head spin! To help you think through where your team is on its road to smarter search, Pugh introduces the maturity model used by OpenSource Connections and walks you through a very concrete method to inventory needed skills and translate that into search roles for your team. He shows how to measure your capabilities in key areas of search to drive better ROI from search.
The right path to making search relevant - Taxonomy Bootcamp London 2019OpenSource Connections
This document discusses improving search relevance. It notes that search quality has three aspects: relevance, performance, and experience. It emphasizes that improving relevance requires a cross-functional search team that is educated, empowered, and builds skills internally. It also stresses the importance of continuous measurement and refinement through metrics, instrumentation, and open source tools. The overall message is that achieving search relevance is as much a people problem as a technical one.
Payloads have been a powerful aspect of Lucene for a long time, but have only had limited exposure in Solr. The Tika project has only recently finished integrating the powerful Tesseract OCR library, bringing the prospect of OCR to the masses.
Haystack 2019 Lightning Talk - The Future of Quepid - Charlie HullOpenSource Connections
Quepid is a search relevance dashboard and testing tool that is currently available as a $99/month hosted service. The company announced at a conference that Quepid will now be free to use as a hosted service and will soon be released as open source software. They are starting an open source community on GitHub and in a Slack channel to collaborate on the project and help drive broader adoption.
This document discusses Apache Tika, a tool for extracting text and metadata from various file formats. It describes how Tika works and some challenges that may occur such as exceptions, unsupported formats, or memory issues. The document also mentions a tool called tika-eval that profiles Tika runs and exceptions. Future plans for Tika include improved CSV, ZIP file parsing and detection as well as more modularized statistics collection and language identification.
Haystack 2019 Lightning Talk - Relevance on 17 million full text documents - ...OpenSource Connections
HathiTrust is a shared digital repository containing over 17 million scanned books from over 140 member libraries, totaling around 5 billion pages. It faces challenges in providing large-scale full-text search across this multilingual collection where document quality and structure varies. Initial approaches involved a two-tiered index but relevance must balance weights between full text and shorter metadata fields. Further tuning of algorithms like BM25 is needed to properly rank longer documents in the collection against metadata.
This document discusses deploying Solr Cloud on Kubernetes. It notes that Kubernetes provides a universal language for deploying, configuring, and managing applications in the cloud or locally. Using Kubernetes can reduce costs and allow leveraging DevOps and SRE talent. However, deploying stateful applications like Solr Cloud on Kubernetes presents challenges related to managing stateful sets, configurations, persistent volumes, and cluster management. Questions are also raised around multi-zone configurations, pod replacement policies, and whether configurations are specific to certain cloud providers like AWS. Success stories are sought from users already deploying technologies like Zookeeper and Kafka on Kubernetes.
This document introduces Quaerite, a search relevance toolkit for testing search relevance parameters offline. It allows running experiments to test different combinations of tokenizers, filters, scoring models and other parameters to evaluate search relevance without live user queries. The toolkit supports experimenting with all parameter permutations using grid search or random search, and also incorporates a genetic algorithm with cross-fold validation. It currently supports Apache Solr and plans to add support for ElasticSearch. The goal is to help optimize search relevance through offline testing of parameter configurations.
Haystack 2019 - Search-based recommendations at Politico - Ryan KohlOpenSource Connections
Over the past year, the POLITICO team has developed a recommendation system for our users, which recommends not only news content to read but also news topics to subscribe to. This talk will discuss our development path, including dead-ends and performance trade-offs. In the end, the team produced a system based on search technology (in our case, Elasticsearch) and refined by machine learning techniques to achieve a balance between personalization and serendipity.
With the advent of deep learning and algorithms like word2vec and doc2vec, vectors-based representations are increasingly being used in search to represent anything from documents to images and products. However, search engines work with documents made of tokens, and not vectors, and are typically not designed for fast vector matching out of the box. In this talk, I will give an overview of how vectors can be derived from documents to produce a semantic representation of a document that can be used to implement semantic / conceptual search without hurting performance. I will then describe a few different techniques for efficiently searching vector-based representations in an inverted index, including LSH, vector quantization and k-means tree, and compare their performance in terms of speed and relevancy. Finally, I will describe how each technique can be implemented efficiently in a lucene-based search engine such as Solr or Elastic Search.
Haystack 2019 - Natural Language Search with Knowledge Graphs - Trey GraingerOpenSource Connections
To optimally interpret most natural language queries, it is necessary to understand the phrases, entities, commands, and relationships represented or implied within the search. Knowledge graphs serve as useful instantiations of ontologies which can help represent this kind of knowledge within a domain.
In this talk, we'll walk through techniques to build knowledge graphs automatically from your own domain-specific content, how you can update and edit the nodes and relationships, and how you can seamlessly integrate them into your search solution for enhanced query interpretation and semantic search. We'll have some fun with some of the more search-centric use cased of knowledge graphs, such as entity extraction, query expansion, disambiguation, and pattern identification within our queries: for example, transforming the query "bbq near haystack" into
{ filter:["doc_type":"restaurant"], "query": { "boost": { "b": "recip(geodist(38.034780,-78.486790),1,1000,1000)", "query": "bbq OR barbeque OR barbecue" } } }
We'll also specifically cover use of the Semantic Knowledge Graph, a particularly interesting knowledge graph implementation available within Apache Solr that can be auto-generated from your own domain-specific content and which provides highly-nuanced, contextual interpretation of all of the terms, phrases and entities within your domain. We'll see a live demo with real world data demonstrating how you can build and apply your own knowledge graphs to power much more relevant query understanding within your search engine.
For e-commerce applications, matching users with the items they want is the name of the game. If they can't find what they want then how can they buy anything?! Typically this functionality is provided through search and browse experience. Search allows users to type in text and match against the text of the items in the inventory. Browse allows users to select filters and slice-and-dice the inventory down to the subset they are interested in. But with the shift toward mobile devices, no one wants to type anymore - thus browse is becoming dominant in the e-commerce experience.
But there's a problem! What if your inventory is not categorized? Perhaps your inventory is user generated or generated by external providers who don't tag and categorize the inventory. No categories and no tags means no browse experience and missed sales. You could hire an army of taxonomists and curators to tag items - but training and curation will be expensive. You can demand that your providers tag their items and adhere to your taxonomy - but providers will buck this new requirement unless they see obvious and immediate benefit. Worse, providers might use tags to game the system - artificially placing themselves in the wrong category to drive more sales. Worst of all, creating the right taxonomy is hard. You have to structure a taxonomy to realistically represent how your customers think about the inventory.
Eventbrite is investigating a tantalizing alternative: using a combination of customer interactions and machine learning to automatically tag and categorize our inventory. As customers interact with our platform - as they search for events and click on and purchase events that interest them - we implicitly gather information about how our users think about our inventory. Search text effectively acts like a tag and a click on an event card is a vote for that clicked event is representative of that tag. We are able to use this stream of information as training data for a machine learning classification model; and as we receive new inventory, we can automatically tag it with the text that customers will likely use when searching for it. This makes it possible to better understand our inventory, our supply and demand, and most importantly this allows us to build the browse experience that customers demand.
In this talk I will explain in depth the problem space and Eventbrite's approach in solving the problem. I will describe how we gathered training data from our search and click logs, and how we built and refined the model. I will present the output of the model and discuss both the positive results of our work as well as the work left to be done. Those attending this talk will leave with some new ideas to take back to their own business.
Haystack 2019 - Improving Search Relevance with Numeric Features in Elasticse...OpenSource Connections
Recently Elasticsearch has introduced a number of ways to improve search relevance of your documents based on numeric features. In this talk I will present the newly introduced field types of "rank_feature", "rank_features" ,"dense_field", and "sparse_vector" and discuss in what situations and how they can be used to boost scores of your documents. I will also talk about the inner workings of queries based on these fields, and related performance considerations.
Haystack 2019 - Architectural considerations on search relevancy in the conte...OpenSource Connections
With an increasing amount of relevancy factors, relevancy fine-tuning becomes more complex as changing the impact of factors produces increasingly more unintended side effects. In recent years, there has been a lot of discussion about how learning algorithms can replace manual relevancy fine-tuning in order to manage this complexity. However, discussions about the challenge of relevancy should additionally consider architectural aspects. Especially microservice-based architectures provide many ways to encapsulate and to separate complexities of search solutions, which facilitates optimizing the search as well as locating and fixing problems.
Generally, relevancy factors can be assigned to three different groups, each handled at a different stage of the search request processing. The first group contains contextual factors that depend on certain characteristics of a query, such as query-related boosts lifting up top-sellers for queries or category-related boosts to distinguish products from their accessories. Such contextual factors can be handled as a step of the preprocessing of queries. The respective boosting information can simply be appended to the query before it is actually sent to the search engine. Ideally, the normalization of the query is done beforehand.
The second group contains factors that are considered for all queries in more or less the same way, e. g. a ranking function basing on keyword occurrences, product topicality or sales in total. Factors related to this group can be handled directly by configuring the search engine.
The third group contains situational factors. For instance, a certain product might be a good match for a certain query in general, but for situational circumstances it should not appear among the top five products (e. g. because it is out of stock). Such situational factors can be handled by resorting result sets, after they were returned by the search engine.
The handling of the different factors within successive stages of search request processing will be discussed from an architectural perspective. Implications for applying learning algorithms and the implementation of a personalized search will be considered.
Does your search application include a custom query syntax with various search operators such as Booleans, proximity, term or phrase frequency, capitalization, quoted text or as-is operator, and other advanced operators? Although most search applications offer a natural language-oriented search box, some advanced applications may also offer a custom query syntax for advanced users or automated tasks. The Lucene "classic" query operators that are supported by the Solr edismax query parser (Boolean, phrase with slop, wildcard, etc.) cover a good amount of use cases, but they only get you so far. In this talk, we will explore various strategies to support a custom and advanced query syntax in Solr, covering a spectrum of options from leveraging the out-of-the-box Solr query DSL, to a custom Solr query parser, and hybrid solutions in between. We will identify the options' pros and cons, discuss relevancy considerations, and illustrate the options in Java.
Haystack 2019 - Establishing a relevance focused culture in a large organizat...OpenSource Connections
For a relevance engineer one of the most difficult tasks in the tuning process is to convince others in the organization that this is a joint effort. Even the brightest search guru doesn't get very far when working in isolation, so establishing cross-collaboration through the organization is essential. But how to get there?
On top of that, in a large organization a relevance engineer often works on multiple seemingly unrelated search projects. The challenge is not to get drowned in building custom solutions for each project, but to design generic and re-usable strategies which solve many problems at once.
In this session we'll discuss how to build a widely supported basis for search quality improvements in an organization. It is full of practical tips and examples which could help you in establishing a cross-functional culture that is optimal for relevance tuning. It also zooms in on an holistic approach of solving multiple equivalent search issues at once.
Haystack 2019 - Solving for Satisfaction: Introduction to Click Models - Eliz...OpenSource Connections
Relevance metrics like NDGC or ERR require graded judgements to evaluate query relevance performance. But what happens when we don't know what 'good' looks like ahead of time? This talk will look at using click modeling techniques to infer relevance judgements from user interaction logs.
2019 Haystack - How The New York Times Tackles Relevance - Jeremiah ViaOpenSource Connections
The New York Times has had search for a long time but 2018 was the year in which the company engaged with relevance in a deep way. The aim of this talk is to share what we've learned as we've increased our search sophistication and some of the challenges we still face.
Some of the techniques we've adopted in this past year include offline metrics testing, reflective testing, and user engagement metrics. We now have a process in place to quickly get mappings changes out to production. As a team we now also have a vocabulary for talking about relevance and can use it to discuss trade-offs and goals in conjunction with our metrics.
We hope this talk is of use to those who've put off working on search relevance due to fear, uncertainty, or ambivalence. We will talk about how we went from working on everything but search relevance to finally pulling back the curtain on the search system. We hope what we've learned can help others get started.
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Agile2009 - How to sell a traditional client on an Agile project plan
1. How to sell a traditional client
on an Agile project plan
Arin Sime asime@o19s.com 434 996 5226
2. Outline
• Why do we need to sell it?
• Background/Bio
• Defining a “traditional” environment
• Survey on Selling Agile
• Strategies for persuasion
• The importance of continuing to sell
the process throughout the project
4. Why do we need to sell it?
“Some kind of structure
(or architecture) is
imperative because
decentralization
without structure is
chaos.”
- J.A. Zachman, 1987, “A framework
for information systems architecture”
6. More from Zachman...
“The architect must convince the owner
that the owner’s desires are understood
well enough so that the owner will pay
for the creative work to follow.”
We need to convince our clients that we
understand their desires, and that Agile can
substitute for most, if not all, of the up front documentation
7. A little about me...
Senior Consultant, OpenSource Connections
Custom software development consulting for
entrepreneurial, government, and military clients
Graduate student (M.S. in Management of I.T.) at the
University of Virginia’s McIntire School of Commerce
Adjunct Instructor in a corporate software engineering
program for Virginia Commonwealth University
8. Some of our clients...
Platforms and Languages
ASP .Net C C# Java
Linux MySQL Oracle PHP
Python Ruby Solaris SQL Server
9. Survey on “Selling Agile”
Booz Allen Hamilton
SAIC
• Collected stories from a Capitol One
International Monetary Fund
survey of fellow students and US Air Force
other colleagues AutoZone
QinetiQ
US Department of Justice
• How they have sold Agile or Fannie Mae
been sold on Agile. Freddie Mac
AOL
IBM
ManTech
Department of Veterans
Affairs
University of Virginia
http://www.tinyurl.com/SellingAgileSurvey/
10. Survey on “Selling Agile”
“Agile seems to carry the connotation of 'c ode-
like-hell' or just, 'work faster'.”
“I am skeptical of any methods that that could
be interpreted as ‘cutting corners’”
http://www.tinyurl.com/SellingAgileSurvey/
11. What is a “traditional environment”?
“Plan Driven methods are
generally considered the traditional way
to develop software. Based on concepts
drawn from the mainline engineering
fields, these methods approach
development in a
requirements/design/
build paradigm with standard, well-
defined processes that organizations
improve continuously.”
12. Strategies for Persuasion
1. Trial by Sprint
2. Case Studies of Success
3. Client/Customer Testimonials
4. Finding a champion in Key Stakeholders
5. Using metrics of success
6. Showing how Agile combats common IT project failures
7. Examples of industry/government leaders using Agile
8. Comparison to other methodologies
9. Listen to their needs and address them
10. Sneak it in
11. Compromise
12. Agile Project Management Office
13. #1 Trial by Sprint
“You need to show a success to get adoption.”
14. #1 Trial by Sprint
“Trust me for two
weeks. If you hate
it, you can fire Dwight Gibbs, Senior Vice
me.”
President of Technology
for INPUT, formerly the
CTO at Legg Mason Capital
Management
Dwight Gibbs, CTO at Legg Mason Capital
Management, promising the Director of Research
that if he didn’t see development team
improvements after only one sprint, then they
would abandon Agile.
“The sprint went well and we stayed with Scrum”
15. #2 Case Studies in Success Proposal Tip
• Present case studies of Agile
success from your own client
history
• Example burndowns
• Stories of benefits to teams
• Highlight how the process caught
risks early, and addressed them
• Use graphics
• Present industry examples of Agile
success
Links to Agile Case Studies can be found at: http://www.notesfromatooluser.com/2008/11/scrum-case-studies.html
16. #3 Client Testimonials Proposal Tip
“Biggest gain from Scrum was
just keeping the project going.”
“certainly one of the
“Complexity
dictated we
most successful
couldn’t know it projects ever here”
all up front - we
have to “Eliminated biases of
prototype.” what developers can do
by letting them self-
“Got it done a lot better select”
because team is well
integrated. I didn’t have to
plan who worked on what.”
17. #3 Client Testimonials
“I don’t have to lord over people, no siddling over people with a
coffee cup like in Office Space.”
18. #4 Finding a Champion
“I highlighted the benefits to the Project
Manager: higher productivity and less team-
management stuff since the team will take
care of lots of team-management and updating
(burn charts) instead of PM's managing those
details.”
19. #4 Finding a Champion
• Identify Stakeholder most in need
• Address their needs with Agile
• Enlist their support in adoption
• Helps to already have a relationship
20. #5 Using Metrics of Success
“The development team applies Agile. I think it
is useful to obtain metrics and organize the
work. From a business perspective, I have not
seen the benefit.”
21. #5 Using Metrics of Success Proposal Tip
• Show metrics in proposals and
throughout your project.
• Show Burndowns over the course
of the project
• Use test coverage/test success as
a metric
• Velocity/Story points
accomplished by your team
• Defects from issue tracking tools
• Shown here is an excerpt from a
ThoughtWorks Project Manager's
Status Report
http://www.forrester.com/Research/Document/0,7211,37380,00.html
22. #6 Show how Agile combats common IT failures
“I created a presentation [showing] increased
productivity, better risk management (through
early detection), lower defect rates and
enhanced team experience (which will translate
to higher retention, less conflict management
and more productive future projects).”
23. #6 Show how Agile combats common IT failures Proposal Tip
Top 10 Classic Mistakes
1. Poor estimation and scheduling
Poor estimation and scheduling
2. Ineffective stakeholder management
Ineffective stakeholder management
Classic Mistakes that can
3. Insufficient management
Insufficient riskrisk management
be mitigated by Agile, as
4. Insufficient planning identified in article
Classic Mistakes that can
5. Shortchanged quality assurance
Shortchanged quality assurance also arguably be mitigated
6. Weak personnel and/or team
Weak personnel and/or team issues issues by Agile and Scrum
(my addition)
7. Insufficient project sponsorship
Insufficient project sponsorship
8. Poor requirements determination
Poor requirements determination
9. Inattention to politics
10. Lack of user involvement
10. Lack of user involvement
Source: Prof. R. Ryan Nelson, University of Virginia. As published in MIS Quarterly Executive,
“IT Project Management: Infamous Failures, Classic Mistakes, and Best Practices”, June 2007
24. #7 Examples of industry/government leaders using Agile
“Clients, especially the military, are wary of
catch phrases and sometimes unwilling to
change their habits.”
25. #7 Examples of industry/government leaders using Agile
Proposal Tip
• CIA IT Projects follow this spiral lifecycle:
• Understand the mission
• Establish the vision
• Develop the architecture Jill Singer
• Define plans Deputy Chief Information Officer
Central Intelligence Agency
• Resource plans former VP for Project
• Execute plans Management, SAIC
• Measure progress
• But within that lifecycle, they use Scrum,
primarily 4 week sprints
26. #7 Examples of industry/government leaders using Agile
• Benefits the CIA has seen with Scrum:
• Regular and tangible deliverables
• Customer buy-in
• Trying out prototypes
• Users enjoy being able to add features Deputy Chief Information Officer
Jill Singer
and change priorities with each iteration Central Intelligence Agency
• If a project is late, users don’t mind as former VP for Project
Management, SAIC
much
• Challenges the CIA has run into:
• “What is Version 1.0?”
27. #8 Comparison to other methodologies
“I gave an overview of the Scrum process and
highlighted the ease of transition since
iterative/incremental development has been in
practice for a long time (in other forms such as
a spiral approach)”
28. #8 Comparison to other methodologies Proposal Tip
From “Scrum in 5 Minutes”, by Softhouse. Available at: www.softhouse.se/Uploades/Scrum_eng_webb.pdf
29. #9 Listen to their needs and address them
“I am always skeptical of anything that
promises it is the 'o nly' or the
'best' [methodology].”
30. #9 Listen to their needs and address them
The Politics of Persuasion
1. Spend a lot of time listening. Ask
people what challenges they are
facing in their projects.
2. Make mental notes of each
challenge.
3. Turn those challenges around and
use them to segue into something
you wanted to talk about anyways.
(ie, how Agile will solve those
problems)
4. Customers appreciate that you are
offering positive solutions to their
problems instead of just pushing
your ideas without listening to
them first.
31. #10 Sneak it in
“Agile practices usually find their way into the
Soft ware Development Lifecycle even if they
are not officially blessed.”
“I make sure I utilize agile practices where ever
I can - I just don't use the agile terminology.”
32. #10 Sneak it in
• Implement it piece by piece, without
saying what you are doing.
• One idea: Start with iterations and
demos, daily stand ups. PM’s love those.
• Then move to developer driven practices
like sprint planning, XP, CI.
• Risky strategy? But can be used to
overcome fear of the word Agile
33. #11 Compromise
“The methodology that has worked in my
experience has been to incrementally introduce
Agile ... Start using a limited set of the
practices and gradually start bringing in
more.”
34. #11 Compromise
• Some clients will
require checkboxes of
all documentation they
always ask everyone
for. (I’m looking at you,
Federal Government)
• Try to shift when those
documents are due.
Focus only on those
that provide value up
front, leave the rest till
the end.
35. #12 Agile Project Management Office Proposal Tip
• Provide an interface to your
clients that translates your Agile
metrics into regular reports for
the client
• Takes compliance burden off your
development team
• Serves as “Educator and Coach”
to client
36. Never stop selling Agile.
When you’re in a project and it just saved
you (ie, due to increased agility to changes),
let the client know why.
When things are going bad, point out how
the increased visibility into the project at
least caught the problems earlier.
SELLING
AGILE
37. Thanks for your time - Any Questions?
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