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Agile Adoption and Initiation

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Agile Adoption and Initiation

  1. 1. Agile Adoption and Initiation<br />Inception and Preparation<br />Setting up for success… or failure…<br />Reginald de Silva & Jacinta Streat<br />
  2. 2. Introduction<br />Who are we and why are we here:<br />Reg<br />Jacinta<br />What we will be covering<br />What is Agile<br />Agile adoption – Why would you and How to?<br />Pitfalls, risks and smells<br />The Agile Inception – Objectives and tools <br />What’s next…<br />
  3. 3. What is Agile?<br />Agile is an umbrella term for several iterative and incremental software development methodologies including Extreme Programming (XP), Scrum, Kanbanand Lean.<br />Agile is:<br />Customer-centric, rigorous and disciplined.<br />Involves working in small iterations with concurrent analysis, development and testing.<br />Focuses on empowering people to collaborate and make decisions together quickly and effectively.<br />
  4. 4. Agile Adoption – Benefits of Agile<br />Deliver business value<br />Highest value first <br />Early ROI (MVP – Minimum viable product, MMFs – Minimum marketable features)<br />Customer satisfaction<br />Reduce Risk<br />Continuous Improvement <br />Inspect & Adapt<br />PDCA – plan, do, check, act<br />Diagram by Karn G. Bulsuk (http://blog.bulsuk.com)<br />
  5. 5. Agile Adoption – Benefits of Agile<br />http://www.versionone.com/Agile101/Agile_Benefits.asp<br />
  6. 6. Agile Adoption – Success<br />
  7. 7. Agile Adoption – Success<br />Perceived Project Success Rates<br />Note: Accurate to within +/-7%<br /> Figures don’t add to 100% due to use of “ranged options”<br />Copyright 2010 Scott W. Ambler www.ambysoft.com/surveys/<br />
  8. 8. Agile Adoption Key Criteria<br />Agile Coach<br />Helps to establish approach<br />Transfers knowledge and aims to make themself redundant<br />Business buy-in <br />Top down <br />Bottom up<br />Business commitment<br />Is the owner<br />Empowered to make immediate decisions when required<br />Talent <br />Right people in the right roles<br />Right mindset<br />Values and behaviours - Communication, Feedback, Courage, Simplicity, Respect<br />Pilot Project <br />benign way to adopt agile<br />
  9. 9. How to Adopt Agile<br />Ensure that proper change management is in place<br />a structured approach to transitioning individuals, teams, and the organisation from a current state to a desired future state<br />Solicit buy-in and commitment at all levels <br />Select the right project<br />Run an inception <br />Involve the right people<br />Build the team<br />Establish a Framework<br />What a sprint/iteration looks like<br />What other processes are used<br />Produce a backlog<br />Sprint/Iteration 0 <br />Start building<br />
  10. 10. Agile Smells<br />Smells like success<br />The team are engaged and confident<br />The business partner is an advocate<br />The first release is a minimum viable product<br />Smells like failure<br />The business partner is not accountable or empowered to make decisions<br />Some team members are not on board<br />Leadership is “command and control” rather than “servant leadership”<br />The coaches and Agile leaders have never actually delivered an Agile project<br />The project is not fun<br />Agile adoption is being run by Project Managers<br />
  11. 11. Business Partnership<br />Business role:<br />Is a member of the team<br />Owns the project scope and delivery<br />Is empowered to make decisions<br />Manages the wider stakeholder group<br />
  12. 12. Project Managers<br />Traditional Project Managers do not belong in Agile projects.<br />“Agile Project Management Responsibilities<br />Most agile processes—and Scrum in particular—do not include a role called “project manager.” Without a specific person tasked with performing all managing duties, those responsibilities are distributed among the other roles on the project, namely the team, the ScrumMaster, and the Product Owner.”<br />Mike Cohn<br />http://www.mountaingoatsoftware.com/topics/agile-project-management<br />
  13. 13. Project Managers cont…<br />Agile is often perceived to threaten the very existence of Project Managers<br />If you must have a traditional Project Manager then:<br />Their role is to shield the team from external influences i.e. Manage upwards and across<br />Get their buy-in– e.g. take steps to build their trust and confidence<br />You may need to manage their expectations<br />If your PMO does not support Agile then add that level of support or consider rebuilding your PMO<br />
  14. 14. The Agile Inception<br />Objectives:<br />Set clear direction<br />Set the project up for success<br />Start work quickly<br />
  15. 15. Define the Problem / Opportunity<br />Where are we now?<br />Where do we want to be?<br />
  16. 16. Project Vision: Elevator Pitch<br />For Australian based customers<br />who require trans-Tasman payment solution<br />the TBA<br />is a Payments outsourcing solution<br />that is flexible, secure & cost effective<br />unlike ABC Bank File<br />our product offers International Payments, NZ/AU functionality, RTC, UC & bulk cheque printing<br />
  17. 17. Objectives<br />
  18. 18. Trade off Sliders<br />
  19. 19. Ropes and Fuels<br />
  20. 20. Apple tablet <br />User can see addresses, phone numbers<br />IN<br />Advertiser & User reporting<br />User can add addresses <br />User can save specific part of the captions<br />Full Access to data via Search API<br />New Products<br />New Reporting channels<br />Let users create lists<br />User Testing Design and Usability testing<br />Objectives measurement to be integrated across channels<br />Accessibility Testing<br />URL Redirect (device specific)<br />Detailed customer profiling<br />search result re-ordering (Relevance)<br />Omniture Usage Stats<br />Users should be able to search by Business Names<br />Print. No changes to the way we print WP books<br />Performance (same)/ not worse<br />Change to data presentation<br />content from external parties<br />Better search experience<br />Social Networking tools<br />Syndicating Res data to non WP branded properties<br />Team process improvements<br />Data mining prevention<br />Connect Business to users in new ways<br />‘Maverick’ factor; users generating new use cases<br />Single search field on widget or other search types<br />Access to all Bus & Gov data via search API<br />Become more relevant to young users<br />Better understanding of our data<br />Less Ad banners<br />Single search WPOL<br />Protect the site from data mining<br />User access blocking after misuse (API)<br />Converting occasional users to frequent users<br />Content Acquisition strategy initiative<br />Content share to improve data quality & search!<br />Using API for Location<br />Better integration with digital only advertisers<br />Maybe<br />OUT<br />
  21. 21. As Is/ To Be Process <br />
  22. 22. Define Epics then Stories<br />
  23. 23. Stories<br />Epics<br />Want to display banner advertising<br />Want to display banner advertising based on the users previous search<br />Want to display banner advertising targeting the users location<br />Want to display banner advertising targeting the users location<br />Want to be able to report on the performance of banner advertising<br />Want a report showing performance by location<br />
  24. 24. Prioritise Stories<br />MoSCoW<br />Must have<br />Should have<br />Could have<br />Won’t/Wish to have<br />
  25. 25. Estimation<br />Examples:<br />T-shirt sizes:<br />Estimation for each Epic<br />Large – 1 pair for a Release<br />Medium – 1 Pair for 1 Iteration <br />Small – 1 Pair for ½ Iteration<br />Or <br />Fibonacci sequence:<br />Estimation for each Story<br />Points, 1, 2, 3, 5, 8, 13, etc<br />
  26. 26. Release Planning<br />Release Plan at Epic Level then Story level<br />Release Planning with Poker chips<br />http://hillside.net/plop/2007/papers/PLoP2007_Yip.pdf<br />
  27. 27. Retrospective<br />
  28. 28. Iteration 0<br />Test the process<br />Project Planning<br />Release planning<br />Iteration planning<br />Prepare environments<br />Prepare Iteration 1 stories<br />
  29. 29. What’s next<br />Start building<br />http://assets.scrumfoundation.com/downloads/1/scrumprimer121.pdf?1294640838<br />
  30. 30. Questions?<br />
  31. 31. References<br />http://www.ambysoft.com/surveys/<br />http://agilepainrelief.com/notesfromatooluser/2008/06/agilescrum-smells.html<br />http://blog.bulsuk.com <br />http://www.craiglarman.com/wiki/index.php?title=Image:Agile_and_iterative_1e.jpg<br />http://en.wikipedia.org/wiki/Change_management<br />http://hillside.net/plop/2007/papers/PLoP2007_Yip.pdf<br />http://www.infoq.com/news/2008/05/agile-adoption-survey-2008<br />http://www.mountaingoatsoftware.com/books/1-agile-estimating-and-planninghttp://www.mountaingoatsoftware.com/topics/agile-project-management<br />http://www.mountaingoatsoftware.com/topics/planning-poker<br />http://www.mountaingoatsoftware.com/scrum<br />http://www.scrumalliance.org<br />http://www.versionone.com/Agile101/Agile_Benefits.asp<br />http://wikieducator.org/images/f/f1/Fibonacci.png<br />http://icons.mysitemyway.com/wp-content/gallery/matte-white-square-icons-people-things/125544-matte-white-square-icon-people-things-shirt1.png<br />http://upload.wikimedia.org/wikipedia/commons/thumb/b/b3/Aiga_elevator.svg/578px-Aiga_elevator.svg.png<br />http://assets.scrumfoundation.com/downloads/1/scrumprimer121.pdf?1294640838<br />Contacts:<br />Reg de Silva http://au.linkedin.com/in/regdesilva<br />Jacinta Streathttp://au.linkedin.com/in/jacintastreat<br />

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