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- 1. We are driven by helping teams and individuals be the best they can be. We do this through introducing and living agile, people focused practices.
- 3. Agenda 01 Waterfall Basics Agile Overview 02 AGILE INTRO LEARNING OBJECTIVES Agile Manifesto & Values Agile Principles • • • • • Pre-agile waterfall methodology basics What agile is and is not Benefits of employing agile practices Misconceptions about Agile Some Common Agile Methodologies Common Misconceptions 03 Common Agile Methodologies
- 4. Waterfall Atraditional approach to project management.
- 5. Project Management Project Management Project Manager Project Project T eam Processes used Individual who plans and directs the work required to complete a project. Individuals that do the work to deliver on project deliverables. Planned program of work that requires a definitive amount of time, effort and planning to complete. to complete project. a
- 6. History of Waterfall Project Management Photo Courtesy of thwapschoolyard.com Photo Courtesy of flintgm100.com Waterfall process developed from highly structured physical environments where after- the-fact changes are prohibitively costly, if not impossible. Project management processes were developed based on step-by-step manufacturing models the United States military used during World War II.
- 7. In the waterfall method to managing Requirements projects, you complete work in stages. You do not move to another stage until you have completed the work stage. in the previous Design Development T esting Deployment STAGES DEFINED
- 8. Waterfall Project Stats 14% 57% 29% Successful Challenged Failed The Standish Group defines project success as on time, on budget, and with all planned features. They do not report how many projects are in their database but say that the results are from projects conducted from 2002 through 2010. - Mike Cohn, Mountain Goat Software on the CHAOS Manifesto 2012 Report
- 9. Impaired Project Issues Standish Group, 2012 Chaos Report 20% 15% 10% 5% 10% 12% 9% 9% 8% 13% 8% 7% 0% Incomplete Requirements Lack of User Involvement Lack of Resources Unrealistic Expectations Lack of Executive Support Challenging Requirements & Specs Lack of Planning Didn’t Need It Any Longer
- 10. Start to Finish Issues with Waterfall Customers or stakeholders may not be available for questions Finish Final testing Start • Must have all requirements up front • • Must wait for full and complete user feedback • Estimation is complex • Must understand capabilities of all involved • Value not achieved until end Must resist change or document change requests (which extends schedule and budget) T eam must create and maintain volumes of documentation
- 11. Insanity: doing the same thing over and over and expecting different results. - Albert Einstein
- 12. T extbook Definition Agile = entity that possesses agility Agility or nimbleness is the ability to change the body’s position efficiently. Requires the integration of isolation skills using... Balance Coordination Speed Reflexes Strength Endurance
- 13. What is Agile, is NOT Writing user stories on sticky note cards ?? Methodology you can learn by buying a software ?? Meetings where everyone stands up ?? • Methodology • Specific way of Developing Software • Framework or Process
- 14. What is Agile, Really? Agile is a mindset. It is a set of Values and Principles
- 16. Agile Manifesto – February 2001
- 17. Agile Manifesto: Statement of Values Individuals and Interactions OVER PROCESS AND TOOLS Working Software OVER COMPREHENSIVE DOCUMENTATION Customer Collaboration OVER CONTRACT NEGOTIATION Responding to Change OVER FOLLOWING A PLAN
- 18. 12 GuidingAgile Principles Team- Project Satisfactio Quality Customer n work Mgmt Customer satisfaction by rapid delivery of useful software ✔ ✔ Welcome changing requirements, even late in development ✔ ✔ Working software is delivered frequently (weeks rather than months) ✔ ✔ Working software is the primary measure of progress ✔ Sustainable development, able to maintain a constant pace ✔ ✔ ✔ Close, daily co-operation between business people and developers ✔ ✔ ✔ Face-to-face conversation is the best form of communication ✔ ✔ Projects are built around motivated individuals, who should be trusted ✔ Continuous attention to technical excellence and good design ✔ Simplicity – the art of maximizing the amount of work (unnecessary) not done ✔ Self-organizing teams ✔ T eam regularly reflects on how to become more effective, then adjusts ✔ ✔
- 19. u Common Misconceptions Change req’s whenever No more planning No more QA Agile = Scrum Agile isn’t disciplined Agile doesn’t scale No more do mentation Allows you to go faster No more design c -
- 20. Agile scrum Crystal Kanban FDD XP RUP CI and a few more… CI - Continuous Integration FDD - Feature Driven Development RUP - Rational Unified Process from Rational, a division of IBM
- 21. Sequential vs. Overlapping Work T est Design Code Requirements 4 weeks 4 weeks 4 weeks 4 weeks Time
- 22. Iterative Work 2 Years – No Change Potential Change Potential Change Potential Change Potential Change Potential Change Potential Change Potential Change 2 Week Increments
- 23. PDCA PLAN ACT DO William Edwards Deming “Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.” CHECK
- 24. T eam regularly reflects on how to become more effective, then adjusts.
- 25. Agile Components
- 26. Agile Component: Framework • • • • • • • • • • • • • • • Adaptive software development (ASD) Agile modeling Agile Unified Process (AUP) Business analyst designer method (BADM) Crystal Clear Methods Disciplined agile delivery Dynamic systems development method (DSDM) Extreme programming (XP) Feature-driven development (FDD) Lean software development Kanban (development) Scrum Scrumban Spiral Iterative Definition of Framework A framework is a real or conceptual structure intended to serve as a support or guide for the building of something that expands the structure into something useful.
- 27. Framework Example: Scrum Framework
- 28. Framework Example: XP Framework In XP, development is like driving you have to avoid the obstacles and continuously adopt to the road conditions. Change is the onlyConstant
- 29. Framework Example: Kanban Framework
- 30. Framework Example: Kanban Framework
- 31. Practice Example: User Stories 32
- 32. u Common Agile Misconceptions : Revisited Change req’s whenever No more planning No more QA Agile = Scrum Agile isn’t disciplined Agile doesn’t scale No more do mentation Allows you to go faster No more design c - Constantly planning Test as Work is Ready Prioritize Req’s Disciplined approach to practices Many agile Approaches (hybrid) Emerging Design Bare Minimum Documentation Agile Divide & Conquer Sooner not faster
Editor's Notes
- If you talk to a newspaper agency – Writing stories If you talk to a Agile software vendor If you talk to a shoe company, it is standing up in their comfortable shoes
- “Maximizing the amount of work not done means we never stop looking for possibilities for improvement, however small. “Maximizing the amount of work not done includes minimizing the overhead for ensuring things that are necessary, but are not specifically what our customers want to pay for.”