My Journey So Far

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  • Agile Program Management © Copyright 2009 SolutionsIQ
  • My Journey So Far

    1. 1. My Journey, so far...
    2. 2. In the beginning
    3. 3. The start of my career
    4. 4. The world started changing
    5. 6. Analysts UI Dev MT Dev DB Dev QA Tech Pub
    6. 8. Categorization of agreement versus certainty Software Development Project Complexity Modeled from Stacey, Ralph D. (1999). Strategic Management & Organizational Dynamics: The Challenge of Complexity. Third Edition. New York: Financial Times Prentice Hall. Anarchy Simple Complex Technology Requirements Complicated Complicated Far from Certainty Close to Certainty Far from Agreement Close to Agreement
    7. 9. <ul><li>Ask Customers what they want </li></ul><ul><ul><li>(When they really don’t know) </li></ul></ul><ul><li>Reward them for thinking of everything </li></ul><ul><ul><li>(Call the initial list ‘Scope’) </li></ul></ul><ul><li>Penalize them for adding things later </li></ul><ul><ul><li>(Control ‘Scope’ aggressively) </li></ul></ul><ul><li>The result is Overproduction of Features </li></ul>Legacy Of Waterfall
    8. 10. Don’t Build What Won’t Be Used <ul><li>Featured / Functions Used in a Typical System </li></ul><ul><ul><li>The biggest cost of Predictive Development is overproduction of features </li></ul></ul><ul><ul><li>Must be designed, built and maintained </li></ul></ul><ul><ul><li>Don’t get used; provide no value </li></ul></ul>*Standish Group Study Reported in 2000 Chaos Report.
    9. 12. Other challenges <ul><li>Analysis Paralysis </li></ul><ul><li>Fix and Build Cycles </li></ul><ul><li>Miscommunication </li></ul><ul><li>Late Integration </li></ul><ul><li>Quality gets compromised </li></ul>
    10. 13. We need something different
    11. 14. Processes to Avoid Processes that produce lots of paperwork Processes that don’t fit together well Processes not focused on execution Big-bang approach vs. learn-as-you-go
    12. 15. Scrum XP Crystal Lean DSDM FDD AGILE
    13. 16. OVER Processes and tools Individuals and interactions
    14. 17. OVER comprehensive documentation Working software
    15. 18. OVER contract negotiation Customer collaboration
    16. 19. OVER following a plan Responding to change
    17. 20. The Scrum Framework
    18. 21. Scrum and XP Sprint Planning meeting Daily Scrum Sprint Review Sprint backlog Product backlog TDD Pair programming Refactoring Simple design Coding standard Sustainable Pace Metaphor Continuous Integration Collective ownership Whole team Planning game Small releases Customer tests Burndown chart Product owner Team ScrumMaster Scrum XP Source: Henrik Kniberg
    19. 22. Enhancing ROI <ul><li>ROI in Software Projects </li></ul><ul><li>Plan-driven vs. Agile - more or less risk? </li></ul>ROI Scrum Brings ROI Back $ Time Release 1 Release 2 Release 3 Go Live
    20. 23. Delivering Value Early With Less Risk Traditional vs. Agile Software Delivery Traditional Scrum Risk Project Run Rate Cumulative Value Risk Cumulative Value Project Run Rate Halt project when desired value is reached Start with high-risk, high-value items to drive down risk and maximize ROI
    21. 24. <ul><li>Certified ScrumMaster </li></ul><ul><li>Certified Scrum Product Owner </li></ul><ul><li>Agile Program Management with Scrum </li></ul><ul><li>Release Planning Workshops </li></ul><ul><li>User Story Workshops </li></ul><ul><li>Getting Started Agile Rollout </li></ul><ul><li>Enterprise Agile Adoption Program </li></ul>
    22. 25. Better Engineering Practices
    23. 26. Tooling for Agile Projects
    24. 27. Scrum Will Expose The Mess
    25. 28. Satir Change Model Source: Virginia Satir – graphic by Steve Smith
    26. 29. Maturity Stages <ul><li>Starting Well </li></ul><ul><li>Pilot Criteria </li></ul><ul><li>Initial Results </li></ul><ul><li>Rollout Strategy </li></ul><ul><li>Cultural Changes </li></ul><ul><li>Consistent Results </li></ul><ul><li>Knowing where to look </li></ul><ul><li>Better, Faster, Cheaper </li></ul><ul><li>Predictable Results </li></ul>
    27. 30. “ Planning is everything. Plans are nothing.” - Field Marshal Helmuth Graf von Moltke Chief of Staff of the Prussian army in 1800’s
    28. 32. Last observation = 36 Mean (Last 8) = 33 Mean (Worst 3) = 28 Source: “Agile Estimating and Planning,” by Mike Cohn Velocity
    29. 33. Deriving Duration Using Velocity At our slowest velocity we’ll finish here Prioritized Product Backlog Iteration 1 Iteration 2 At our current velocity we’ll finish here At our long-term average we’ll finish here
    30. 34. How Scrum Scales Many teams, many backlogs Many teams, one backlog
    31. 35. 9:00AM 9:15AM 9:15AM 9:30AM 9:15AM 9:30AM 9:45AM 10:00AM Daily Scrums per Sprint Sprint 1 Sprint 2 Sprint 3 Scrum of Scrums Multi-Team: Scrum of Scrums <ul><li>Synchronize within teams </li></ul><ul><li>Synchronize across teams </li></ul>
    32. 36. Reproduced with permission from Mike Cohn, Mountain Goat Software, 2003 Coordinating Scrum Or MetaScrum Scrum of Scrums Daily Scrums More Levels of Synchronization Executive Scrum Why When Lead by the Chief Product Owner Driven by strategy Sprint Level Coordination
    33. 37. The Agile Release Train Release 1 Release 2 1 2 3 4 5 6 7 8 9 Feature Teams A B 21 22 23 24 26 27 29 30 32 C Release Roadmap <ul><li>Theme 1 </li></ul><ul><li>Feature 1 </li></ul><ul><li>Feature 2a </li></ul><ul><li>Theme 2 </li></ul><ul><li>Feature 3 </li></ul><ul><li>Feature 2b </li></ul>10 3 4 5 6 7 8 9 10 11 12 32 2 weeks ~ 12-16 weeks ~ 4-6 weeks
    34. 38. Agile Is NOT A Silver Bullet Naresh Jain: http://www.slideshare.net/nashjain/agile-is-the-new-waterfall <ul><li>Courage!!! </li></ul><ul><li>Constant business involvement </li></ul><ul><li>Need for more discipline </li></ul><ul><li>Greater emphasis on testing (and automation) </li></ul><ul><li>Whole organization involvement </li></ul><ul><li>Keep an open mind </li></ul><ul><li>Become a learning organization </li></ul>
    35. 39. Results can be impressive <ul><li>Business and Tech working together </li></ul><ul><li>Clear Priorities </li></ul><ul><li>Focused Delivery </li></ul><ul><li>Removing Big Rocks </li></ul><ul><li>Shared Goals </li></ul><ul><li>Raising the Bar </li></ul><ul><li>Need vs. Want </li></ul>
    36. 40. Blogs Random Thoughts from a CTO Leaning Towards Agility AgileIQ Podcast The Agile Coach Podcast @skipangel http://www.linkedin.com/in/skipangel
    37. 41. What Now?

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