Agile Adoption and Initiation

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  • RegJacinta Intro Notes:KPMG in IT Advisory – Various roles such as process reengineering, Business Analyst, Project QA, various industries, USA-Contracted as a BA in ANZ Mortgages – Implemented Change control processes, Mentored Business Analysts, Project Inceptions, NZ and AustraliaSensis – Agile Development practices, White Pages BA, Online and Mobiles. Took several projects from Idea to implementation.Me Bank – Managing a team of 11 Business Analysts. Improving BA Practices, Building competency, Potentially Agile adoption
  • RegAgile Values and PracticesCommunicationStand upsCo located teamFeedbackRetrospectivesContinuous integrationAutomated testingCourageBig visible chartsAdaptive PlanningSimplicityIncremental designJust enough docoRe-factoringRespect-Pairing-Self organising team
  • RegCustomers Satisfaction:- How often have you designed a system to implement it 6 – 12 months later and the market has changed and you now want something differentReduce risk by:Getting Feedback early. Stakeholders see what you have implemented and may change their mindTesting a feature in production and get feedback from real usersContinuous Improvement:Feedback from users/ customers as well asContinually improve your processes
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  • RegTalent - Team throw to Jacinta
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  • jacinta
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  • JacintaThe inception is about getting everyone on the same page, setting clear objectives and measurable goals.It’s the lack of clear objective that contribute to the project failure.Clear objectives means easier decision making.How big should it be:That depends on how much you know before your inceptionYou may just validate already understood vision and objectives
  • Jacinta
  • Use this slide or the one after
  • You will do several rounds of prioritisation and estimationE.g. Prioritise Epics, break down the must have’s into stories, then estimate storiesThen prioritise the stories within the epics
  • You will do several rounds of estimationE.g. Prioritise Epics, break down the must have’s into stories, then estimate storiesThen prioritise the stories within the epics
  • Jacinta
  • 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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