Agile introduction and adoption in enterprises


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  • Sorry for a very late reply, before going through this presentation, I was reading a book on I don't require that anymore...I think that sums up my feedback :)

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    'Hi Koustav, I noticed that you have downloaded my presentation Agile Introduction and Adoption in Enterprises. I will be keen to know your comments on it. If you have a question or feedback do write to me. Regards Rimjhim'
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Agile introduction and adoption in enterprises

  1. 1. Agile – Introduction and Adoption in Enterprises<br />1<br />Rimjhim Ray<br />:<br /><br />
  2. 2. Traditional Software Development<br />Linear, phased development cycle<br />Planning done upfront. Everything is driven by THE PLAN<br />Siloed processes. Assembly Line<br />Change is difficult. CONTROL!<br />Success depends on getting the <br /> requirements right -UPFRONT<br />
  3. 3. The Catastrophe - Measured<br />Only 35% projects succeed<br />31% projects cancelled<br />64% featured rarely used<br />The Standish Group 2006 Chaos Report<br />3<br />
  4. 4. What's wrong with Waterfall?<br />The market forces are dynamic. Change is the only constant<br />I know it when I see it principle (IKIWISI)<br />Limited customer collaboration-recipe for<br />disaster<br />The six blind men effect!<br />Operational inefficiencies <br />Waiting too long to see something work.<br />Competition would not wait!<br />4<br />
  5. 5. Pull out the Canoes<br />Think laterally<br />Break Siloes<br />Bring everyone together<br />Acknowledge the problem<br />Have a joyride!<br />5<br />
  6. 6. Have a Joy Ride - Land Ahoy!<br />An overall routemap<br />Route Correctipn on the way<br />All hands on the deck<br />Can we stop here to <br />replenish supplies. Spot the <br />tiger?<br />Are we there yet? Take stock. Ask the radar ship<br />Land Ahoy! Bring out the smiles<br />6<br />
  7. 7. Agile Manifesto<br />7<br />
  8. 8. What is Agile?<br />Agile Manifesto<br />Values<br />Principles<br />Practices<br />
  9. 9. The Agile Manifesto<br />Individuals and interactions over processes and tools<br />Working software over comprehensive documentation<br />Customer collaboration over contract negotiation<br />Responding to change over following a plan<br />9<br />In February 2001, 17 software developers met at Utah to discuss lightweight development methods. They published the Manifesto for Agile Software Development[]<br />
  10. 10. Individuals and Interactions<br />Respect the individual<br />Cut through the hierarchy<br />Simplify communication.<br />Use Information-Radiators!<br />Bring the consumer and producer together. Dismantle the walls <br />10<br />
  11. 11. Working Software as a measure of progress<br />Each agile iteration or sprint will produce a potentially shippable product<br />Potentially shippable is NOT necessarily EQUAL to shippable or shiped<br />Limit Work in Progress<br />Keep Documentation Lean<br />Just in Time Design. The design evolves too.<br />11<br />
  12. 12. Customer Collaboration<br />Colocate developers with customers<br />Capture the VOC – Voice of the Customer<br />Designate a customer proxy. Also fulfilled by a product owner representing business interests<br />Customer feedback taken at end of each agile cycle<br />Encourage discussion, debate, brainstorming to elicit the customer POV- Point of View<br />Rationalize the stakeholder viewpoints<br />12<br />
  13. 13. Respond to Change<br />Shred the plan. Share the vision<br />Plans are evolutionary. Plan in small<br />Manage change. Do not control it<br />Controlled Chaos – Make sure all change is chanelled through product owner<br />13<br />
  14. 14. Agile Values<br />Communication<br />Simplicity<br />Courage<br />Feedback<br />Respect<br />14<br />
  15. 15. Agile Development Methodology<br />15<br />
  16. 16. Agile Development Methodology<br />16<br />
  17. 17. Agile Development Principles<br />Customer satisfaction by rapid delivery of useful software<br />Welcome changing requirements, even late in development<br />Working software is delivered frequently (weeks rather than months)<br />Working software is the principal measure of progress<br />Sustainable development, able to maintain a constant pace<br />Close, daily co-operation between business people and developers<br />Face-to-face conversation is the best form of communication (co-location)<br />Projects are built around motivated individuals, who should be trusted<br />Continuous attention to technical excellence and good design<br />Simplicity<br />Self-organizing teams<br />Regular adaptation to changing circumstances<br />17<br />
  18. 18. Agile Practices<br />
  19. 19. Agile Adoption in Enterprises<br />19<br />
  20. 20. Why should you be Agile?<br />Agile helps you<br /><ul><li>Learn and Adapt/ Respond to Change
  21. 21. Minimize Risks and Cycle Time
  22. 22. Maximise Returns and value for the Customer</li></ul>Your Essential Survival Kit in a volatile,<br />global market place<br />20<br />
  23. 23. Agile Adoption<br />Get Senior Management Buy In<br />Restructure, reorganise, refactor organisation hierarchies. A paradigm shift! The HR needs to play an active role<br />Create Self-Organising teams. Need strong mentorship<br />Choose an Agile Development Method example Scrum<br />Align business, development teams, operations to chosen method and its rythym<br />21<br />
  24. 24. Agile – Top Down<br />Define an Agile Rollout Plan with defined success metrics. Measure and assess at periodic intervals<br />Think about recruiting, training and supporting more coaches<br />Create coaches with subject matter expertise within the Programmes/ LOB’s<br />Moving the ownership of Agile into the Business Units<br />Introduce “Agile Boot Camps”<br />
  25. 25. Agile Coaching and Mentoring<br />Buddy system, visits<br />Accepted Responsibility on level of commitment<br />Open Space events<br />Coaching Roundtable<br />Agile in Action Workshops<br />
  26. 26. Agile Adoption – The Numbers<br />Better alignment between <br /> business and IT<br />Shorter time to market<br />Reduced waste<br />Improved quality<br />And the CxO loves Agile!<br />24<br />
  27. 27. Typical break up of Agile Projects<br />Executives must review agile adoption and seek to streamline the agile practices<br />Focus on the results. How much value is Agile adding to the organisation?<br />25<br />
  28. 28. Agile Assessment<br />Audit how successful the agile process is<br />Typically measure on the conformity to agile principles and practices<br />Can be through structured questionnaire, evaluation by experienced practitioner<br />Get everyone's view. Let there be a war room<br />Measure also against hard objectives – meeting delivery and budget constraints<br />26<br />
  29. 29. The 'other view' - Where Agile does not fit<br />Projects with tight budget and schedule. Fix scope upfront<br />Permeance of requirements. You exactly know what you want<br />Maintenance Projects. Fixed price enhancements or defect fixes<br />Enterprise Architecture initiatives. Heavy-weight processes such as RUP are more suitable here<br />27<br />
  30. 30. Thank You<br />28<br />