Downloaded 43 times
Uploaded byLiminalArc
Agility Infusion 101: Agile & Beyond
The document discusses the transition from traditional project management to agile methodologies, emphasizing the benefits of agility such as reduced risk and earlier value realization. It outlines the history, principles, and values of agile, highlighting the necessity for adaptability and regular feedback. The text also contrasts the challenges of traditional approaches with the advantages of agile practices in delivering high-value functionality sooner and managing risks throughout project development.
More Related Content
Similar to Agility Infusion 101: Agile & Beyond
![Rick Austin - Portfolio mangement in an agile world [Agile DC]](https://cdn.slidesharecdn.com/ss_thumbnails/portfoliomangementinanagileworld-agiledc-181015223517-thumbnail.jpg?width=640&height=640&fit=bounds)
Agility Infusion 101: Agile & Beyond
- 1.
- 2. Tom (TC) Churchwell LeadingAgile AgileTransformation Consultant Tom.Churchwell@LeadingAgile.Co m TChurchwell@GMail.Com LinkedIn: tomchurchwell
- 3.
- 4. • Traditional vsagile • History • Values • Principles Agenda Why Agility What Agility How Agility • Virtuous Feedback • Test Driving • Quality & Automation • What’s wrong with agile • What gets in the way • Three Things
- 5.
- 6.
- 7.
- 8. 8 Why Focus OnWhy??? David Hussman DevJam.Com
- 10.
- 11. Opportunity Initiation Investment Implementation Costs (Risk) Value Degradation over Time The Systemis Deployed Time Value Planning Breakeven 11 Traditional Projects
- 12. Opportunity Initiation Investment Implementation Costs (Risk) Value Degradation over Time The Systemis Deployed Time Value Planning Realized Value Breakeven 12 Traditional Projects
- 13. Challenges of aTraditional Approach ◦Huge Risk “Investment” in a Solution “Investment” grows over time with no guarantee of recovery “Big Bang” Deployment could be “Big Bust” Integration delays can cause Pushed deployment date ◦Slow ROI (Break-Even) Realization ◦All Requirements Needed “Up-Front” ◦Not Easily Adaptable to Change 13
- 14. •Feature Usage inSoftware: o% Rarely or Never Used? o% Always or Often Used? Do Software Projects Deliver Valuable Outcomes? Clippy was voted as one of the top 50 worst inventions by Time magazine
- 15.
- 16. Agility Produces Value Opportunity MuchEarlier Breakeven Initiation Investment Time Value Planning Implementation Costs (Risk) Deployment is to Production “Early and Often” reducing risk and simultaneously increasing Realized Value with each iteration Value Degradation over Time 16
- 17. Agility Produces Value Opportunity MuchEarlier Breakeven Initiation Investment Time Value Planning Implementation Costs (Risk) Deployment is to Production “Early and Often” reducing risk and simultaneously increasing Realized Value with each iteration Greater Realized Value Value Degradation over Time 17
- 18. Agility Produces Value Opportunity Time Value GreaterRealized Value Value Degradation over Time The System is Deployed Realized ValueMUCH GREATER VALUE REALIZATION (Profitability) MUCH LOWER RISK 18
- 19. Business Impact • HighValue functionality Doesn’t wait for the whole project to get deployed ◦ ROI (break even) is achieved sooner ◦ Value Realization is produced earlier and for longer meaning higher overall ROI • Risk is Managed and Shrinks throughout the project ◦ Releases that are“To Production”produce immediate value, return on investment and reduction of risk 19
- 20.
- 21.
- 22. Agile Manifesto Values Individuals& Interactions Processes & Toolsover Working Software Comprehensive Documentation over Customer Collaboration Contract Negotiationover Responding to Change Following a Planover That is, while there is value in the items on the right, we value the items on the left more. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Source: www.agilemanifesto.org
- 23. Agile Manifesto Principles Satisfythe Customer Welcome Change Deliver Frequently Collaborate Daily Support & Trust Motivated Teams Promote Face-to-Face Conversations Deliver Working Software Promote Sustainable Pace Promote Technical Excellence Maximize Through Simplicity Have Self-Organized Teams Reflect & Adjust Regularly Source: www.agilemanifesto.org
- 24.
- 25.
- 27. Agile is NOTa Methodology • Methodology implies steps to follow • Learn the steps and everything will be OK • Methodology implies infrequent change • Learn the steps and as long as nothing changes, you’ll be OK • Agility is a different way of collaborating • It is a different way of getting to ”done” • It is a skill • Shu-Ha-Ri 27
- 28. 30 Matrixed Organizations Limited Access to SubjectMatter Expertise Non-instantly Available Resources Too Much Work In Process Low Cohesion & Tight Coupling Shared Requirements Between Teams Technical Debt & Defects Large Products with Diverse TechnologyTeam
- 29. One Reason WeResist Change Is Because We Are Focused On What We Have To Give Up Rather Than What We Have To Gain
- 30. AGILE: WHY IT WORKS (THE3 THINGS)
- 31. Teams 33 Team: We have everyoneand everything (skill sets, tools, etc.) needed to deliver working, tested, documented, deployable product. Team
- 32. Teams & Backlogs 34 Backlog: •Backlog items are appropriately sized • Backlogs are ordered and prioritized • Backlog items capture all the work needed Team Backlog item Backlog item Backlog item Backlog item Backlog item
- 33. Teams, Backlogs, &Working Tested Product 35 Working Tested Product: • Deliverables meet defined acceptance criteria • Deliverables have been reviewed and approved by product owner/ stakeholders • Deliverables have been tested, and are shippable (either with no bugs, or known/ accepted bugs) Team Backlog item Backlog item Backlog item Backlog item Backlog item Working Tested Product
- 34. Teams, Backlogs, &Working Tested Product 36 Team Backlog item Backlog item Backlog item Backlog item Backlog item Working Tested Product Clarity Accountability Measureable Progress
- 35.
- 36. Landing a Manon the Moon or Getting a Cup of Coffee Four Fundamental Things
- 38. Process Control: Definedvs. Empirical 40 Staying on Track Staying on Course Defined & Linear Empirical & Iterative
- 39.
- 40.
- 41.
- 42.
- 43. Automated Testing Triangle(Patrick Welsh) Straw –GUI Tests –{Brittle} Sticks –Acceptance Tests –{Less Brittle} Bricks –Unit Tests –{Least Brittle}
- 44.
- 45.
- 46.
- 47. Building Working Tested Software Automated TestSuites Source Code Management Continuous Integration UT – AT - UI
- 48. Building Working Software Automated TestSuites Source Code Management Continuous Integration UT – AT - UI
- 49. Teams, Backlogs, &Working Tested Product 51 Team Backlog item Backlog item Backlog item Backlog item Backlog item Working Tested Product Clarity Accountability Measureable Progress
- 50.