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![MISSION OUTCOME
APOLLO 8 Fly around the Moon
APOLLO 9 Test of Lunar Module in Earth orbit
APOLLO 10 Rehearsal for Moon landing
APOLLO 11 First to walk on the Moon (Armstrong and
Aldrin)
APOLLO 12 Landed near uncrewed Surveyor 3 space
probe
APOLLO 13 Farthest from Earth (401,056 km [249,205
miles]); survived oxygen tank explosion
APOLLO 14 First use of modular equipment transporter
(MET)](https://image.slidesharecdn.com/agilebasics2-181031045211/85/Agile-basics-36-320.jpg)
Uploaded byThoughtworks
Agile basics
The document outlines key insights from the 12th annual state of agile report, emphasizing the rapid development and iteration of products based on regular feedback. It highlights core agile values, such as prioritizing individuals and interactions, early risk tackling, and customer collaboration to deliver high business value. Moreover, it discusses the required structures and practices for effective agile implementation, including metrics for improvement and continuous delivery.
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Agile basics
- 2. 12th annual Stateof Agile Report
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- 5. Agile methods encourageteams to build quickly, test what they’ve built and iterate their work based on regular feedback.
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- 11. VALUE Eg. 2% cutin operational costs RESULTS Eg. fewer errors in document management and faster access PRODUCTS Eg. an implemented management document system The measurable improvement resulting from an outcome The change that occurs because of an activity The products that are going to be delivered by the project
- 12. Individuals and interactions overprocesses and tools Working product or service over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan While there is value in the items on the right, we value the items on the left more.
- 13. Business Value: Earlier realisationof value by releasing frequently and prioritising high value items Adaptability: Flexible response to changes Risk: Tackle risk early by delivering in increments with high customer collaboration Visibility: Steady visibility makes it clear to see and measure work in progress Agile Traditional Approach
- 14. x AS MANY SUCCESSFULPROJECTS x AS MANY WORKERS EMOTIONALLY ENGAGED IN THEIR JOBS See more at: • https://hbr.org/2016/05/embracing-agile • https://www.mountaingoatsoftware.com/blog/agile-succeeds-three-times-more-often-than-waterfall
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- 16. Communicate, Responsive, Collaborative, Deliver CEREMONIES &PRACTICES GOALS VALUES
- 17. Deliver value, working solutions, soonerand frequently CEREMONIES & PRACTICES GOALS VALUES
- 18. Agile Manifesto Principles CEREMONIES &PRACTICES GOALS VALUES
- 19. Communicate, Responsive, Collaborative, Deliver Delivervalue, working solutions, sooner and frequently Agile Manifesto Principles CEREMONIES & PRACTICES GOALS VALUES
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- 24. The backlog islike a pet
- 25. Collaboration Continuous Improvement Responsiveness & Valuedelivery Collaboration & Value delivery
- 35. Wine production Radioprogramming Legal caseload Recruitment See more at: https://hbr.org/2016/05/embracing-agile
- 36. MISSION OUTCOME APOLLO 8Fly around the Moon APOLLO 9 Test of Lunar Module in Earth orbit APOLLO 10 Rehearsal for Moon landing APOLLO 11 First to walk on the Moon (Armstrong and Aldrin) APOLLO 12 Landed near uncrewed Surveyor 3 space probe APOLLO 13 Farthest from Earth (401,056 km [249,205 miles]); survived oxygen tank explosion APOLLO 14 First use of modular equipment transporter (MET)
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- 44. How can wedo everything? How can we deliver the most important things?
- 45. What is the Solution? Whatis the Problem and How will we know we’ve solved it?
- 46. How do weget this right? How do we minimise the impact of getting this wrong?
- 47. How do webest use our resources? How do we best deliver value?
- 48. Who decides? What evidencewould help us decide?
- 49. How do westart ASAP? How do we finish ASAP?
- 50. How do weknow this plan will work? How do we know the current approach is working?
- 54. CURRENT STATE DETERMINE THE OPPORTUNITY DESIGN APATH EXECUTE LEARN
- 55. Work Intake, Prioritisation and Funding Continuous Delivery Alignment, Visibilityand Progress Team Design and Autonomy Customer- Centricity Emergent Design
- 58. Alignment, Visibility &Progress how their work contributes to a business outcome visible and updated frequently
- 59. Customer-centricity Customer-Centricity changed your mind? deliverwork in small chunks real data using
- 60. Work intake, prioritisation,and funding Work Intake, Prioritisation and Funding expected value before not deliver the expected outcome?
- 61. Team Design andAutonomy Team Design and Autonomy empowered based on similar skill sets who are responsiblewithout depending
- 62. Evolutionary and EmergentDesign Emergent Design metrics represent the things you care about? actively collect data enable experimentation
- 63. Continuous Delivery in useby customers mechanisms for experimentation wholly dependent
- 64. Go around thetable:
- 67. ● ● ● ● How to Measure Anything DouglasW. Hubbard
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- 69. ● ● ● ● Understanding Design Thinking, Lean, andAgile Jonny Schneider
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- 74. THANKS! 75 Vered Netzer MauroSantos vnetzer@thoughtworks.com msantos@thoughtworks.com