This document discusses agile adoption in real world contexts. It emphasizes that agile adoption takes time, typically 3-5 years, and requires executive commitment. Common pitfalls include terminology abuse and an overreliance on user stories without considering other requirements. Automating processes through continuous integration is important for agile development. While agile principles have remained relevant, some argue the manifesto could be updated to reflect a greater focus on learning and customer empathy over just responding to change. The presentation concludes with questions about bringing change to companies, encouraging reluctant employees, and measuring agile maturity.
Post-agile approaches - agile for the real world and how to avoid agile failureYuval Yeret
A session for an ILTAM forum in Israel - Agile is really great. Can it fail? Are failures due to mismatch of practices? principles? Only implementation details?
We will look at the strengths weaknesses opportunities threats related to the major agile frameworks as well as common failure modes and what to do about them
(the actual session includes case studies from audience and agilesparks experience)
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
Scrum is the world's most popular agile software development methodology. But does it really bring the benefits that it promises and, more importantly, is it right for your business? In this presentation, learn how Scrum can maximize your delivery team's ROI and empower you for long-term success.
Understanding the Relationship Between Agile, Lean and DevOps LeanKit
In this webinar, Troy DeMoulin discusses the relationships between Lean, Agile, and DevOps. Then, he offers an easy-to-understand blueprint for how these different pieces fit together within the larger puzzle.
Lean Concepts & Agile Software MethodologiesBrad Smith
Presentation introducing the core concepts of Lean in manufacturing and an exploration of the various Agile software engineering approaches which apply these principles to increase the responsiveness of product development.
Download and reference notes for full detail.
Post-agile approaches - agile for the real world and how to avoid agile failureYuval Yeret
A session for an ILTAM forum in Israel - Agile is really great. Can it fail? Are failures due to mismatch of practices? principles? Only implementation details?
We will look at the strengths weaknesses opportunities threats related to the major agile frameworks as well as common failure modes and what to do about them
(the actual session includes case studies from audience and agilesparks experience)
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly and effectively. Prerequisites: A working knowledge of Lean and Scrum NPD methods (stand-up meetings, user stories, backlog, sprints, burn-down charts, etc.)
We will cover the following topics in this webinar:
· Qualifying and monitoring distributed partners
· Planning an Agile project
· Project execution across time-zones and cultures
· Encouraging true Innovation and Collaboration
· Effective Internet tools
· Q&A
Scrum is the world's most popular agile software development methodology. But does it really bring the benefits that it promises and, more importantly, is it right for your business? In this presentation, learn how Scrum can maximize your delivery team's ROI and empower you for long-term success.
Understanding the Relationship Between Agile, Lean and DevOps LeanKit
In this webinar, Troy DeMoulin discusses the relationships between Lean, Agile, and DevOps. Then, he offers an easy-to-understand blueprint for how these different pieces fit together within the larger puzzle.
Lean Concepts & Agile Software MethodologiesBrad Smith
Presentation introducing the core concepts of Lean in manufacturing and an exploration of the various Agile software engineering approaches which apply these principles to increase the responsiveness of product development.
Download and reference notes for full detail.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
The Roles and Responsibilities in an Agile Project and OrganizationToivo Vaje
Presentation at Finnish project conference called Projektipäivät (Project Days) 2014. Going through topics related to how we have implemented Agile at scale at NAPA. (Minimal amount of text, so not sure how this works just as slides)
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
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.
Agile
By: Zaheer Tariq
Agenda
AGILE INTRO 01 Waterfall Basics
LEARNING
OBJECTIVES Agile Overview
02
Agile Manifesto & Values
• Pre-agile waterfall methodology basics Agile Principles
• What agile is and is not
• Benefits of employing agile practices
Common Misconceptions
• Misconceptions about Agile
• Some Common Agile Methodologies
03 Common Agile Methodologies
Waterfall
A traditional approach to project management.
Project Management
Project Project
Project Project Team
Management Manager
Planned program Processes used Individual who Individuals that
of work that to complete a plans and do the work to
requires a project. directs the work deliver on
definitive amount required to project
of time, effort and complete a deliverables.
planning to project.
complete.
History of Waterfall Project Management
Photo Courtesy of thwapschoolyard.com
Photo Courtesy of flintgm100.com
Project management processes were Waterfall process developed from highly
developed based on step-by-step structured physical environments where after-
manufacturing models the United States the-fact changes are prohibitively costly, if not
military used during World War II. impossible.
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 in the previous
Design
stage.
Development
STAGES DEFINED Testing
Deployment
The ideal Agile world describes dedicated Teams that implement a negotiable scope in fixed iterations to meet a moving target. The real world is usually more complex, and often requires interaction with projects and processes that have very different and “non-Agile” characteristics. This webinar describes the conduct of Agile governance for hybrid projects that contain very different types of processes. We will review the very real drivers that lead to these hybrid environments, and look at practical techniques for making hybrid projects successful.
Agile concepts for quality and process engineers for slideshareYuval Yeret
Excerpt from a session introducing agile concepts for a group of quality engineers in a big enterprise undergoing an agile transition.
The aim was to expose Quality/Process engineers to the concepts of agility and emphasize the impact on process/methodology development, the approach of evolution vs big design up front and its impact on their work. I used a lot of the classic agile examples (a lot of them by Henrik Kniberg) and adjusted for the development of methodology, to show that actually the agile approach should be discovered using an agile process.
Also covers some complexity thinking aspects.
And of course - this is not limited to methodology for IT/product development, but to many kinds of change management.
Introductionto Agile Executive Overview Gpi Asia Rev2Benjamin Scherrey
Our training partner, GPIAsia, asked us to produce an executive overview version of our 2-day Introduction to Agile course for an iTAP program intended to introduce Agile concepts to CMMI practitioners. Was an interesting challenge. Should know in a week or two if any of this gets traction from that audience. If it does, I'll take credit. If not - I'll blame my colleague Pam who delivered it with me. :-) As with all my presentations, you really need to hear the talk to get the full benefit but at least you can see the subjects we touch on.
You will learn about the key aspects of the DevOps cycle including:
Continuous Business Planning
Collaborative Development
Continuous Testing
Continuous Release & Deployment
Continuous Monitoring
Continuous Customer Feedback & Optimization
Whether you are Business Analyst, Program Manager, Process Specialist or Tool Specialist, this will be a great session to help you learn about building better solutions.
From Divided to United - Aligning Technical and Business TeamsLeanKit
Are your technical and business teams at odds with each other? They don't have to be. Join us tomorrow to discover the secret to gaining alignment.
Dominica DeGrandis, Director of Learning and Development at LeanKit, will share how clarity on priorities, cross-functional dependencies and team metrics drive unity.
You'll learn how to:
- Balance business requests with maintenance work
- Prioritize up, down and across the hierarchy
- Get visibility on cross-functional dependencies
Dominica will share her observations while working at a SaaS company on the methods used to create clarity.
Migrating Your Apps to the Cloud: How to do it and What to AvoidVMware Tanzu
Migrating your applications to the cloud can be a harrowing journey, one fraught with complexity and uncertainty. What’s required to succeed, above and beyond the right platform, are the right set of people, equipped with modern practices, to build and run cloud native applications with confidence.
Join Allison and Tom, from Pivotal's Application Transformation (AppTx) team, as they discuss what common problems arise when teams try to get their apps on the platform and the AppTx team approach to solving them.
Whether you have purchased PCF (Pivotal Cloud Foundry) or are of a mind to move your legacy applications to the cloud this webinar will help you understand:
● Why it’s imperative to have a small team dedicated to the application portfolio
● When to re-platform, modernize or rewrite an application
● Strategies to address the most common issues we see
Speakers:
Allison Willams, Pivotal Senior Solutions Architect
Tom Collings, Pivotal Advisory Solutions Architect
Rich Mironov's keynote for one-day agile workshop. Intro to agile development and agile organizations, tools, impact on whole organization, product management and product planning. Co-sponsored by AccuRev, Coverity, Electric Cloud, Enthiosys, Rally and Agile Journal.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
The Roles and Responsibilities in an Agile Project and OrganizationToivo Vaje
Presentation at Finnish project conference called Projektipäivät (Project Days) 2014. Going through topics related to how we have implemented Agile at scale at NAPA. (Minimal amount of text, so not sure how this works just as slides)
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
As more organizations begin to adopt agile on multiple, interdependent teams, how do we ensure that the success within a team can translate to success at the enterprise level?
Presented by: Sanjiv Augustine, President of LitheSpeed
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.
Agile
By: Zaheer Tariq
Agenda
AGILE INTRO 01 Waterfall Basics
LEARNING
OBJECTIVES Agile Overview
02
Agile Manifesto & Values
• Pre-agile waterfall methodology basics Agile Principles
• What agile is and is not
• Benefits of employing agile practices
Common Misconceptions
• Misconceptions about Agile
• Some Common Agile Methodologies
03 Common Agile Methodologies
Waterfall
A traditional approach to project management.
Project Management
Project Project
Project Project Team
Management Manager
Planned program Processes used Individual who Individuals that
of work that to complete a plans and do the work to
requires a project. directs the work deliver on
definitive amount required to project
of time, effort and complete a deliverables.
planning to project.
complete.
History of Waterfall Project Management
Photo Courtesy of thwapschoolyard.com
Photo Courtesy of flintgm100.com
Project management processes were Waterfall process developed from highly
developed based on step-by-step structured physical environments where after-
manufacturing models the United States the-fact changes are prohibitively costly, if not
military used during World War II. impossible.
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 in the previous
Design
stage.
Development
STAGES DEFINED Testing
Deployment
The ideal Agile world describes dedicated Teams that implement a negotiable scope in fixed iterations to meet a moving target. The real world is usually more complex, and often requires interaction with projects and processes that have very different and “non-Agile” characteristics. This webinar describes the conduct of Agile governance for hybrid projects that contain very different types of processes. We will review the very real drivers that lead to these hybrid environments, and look at practical techniques for making hybrid projects successful.
Agile concepts for quality and process engineers for slideshareYuval Yeret
Excerpt from a session introducing agile concepts for a group of quality engineers in a big enterprise undergoing an agile transition.
The aim was to expose Quality/Process engineers to the concepts of agility and emphasize the impact on process/methodology development, the approach of evolution vs big design up front and its impact on their work. I used a lot of the classic agile examples (a lot of them by Henrik Kniberg) and adjusted for the development of methodology, to show that actually the agile approach should be discovered using an agile process.
Also covers some complexity thinking aspects.
And of course - this is not limited to methodology for IT/product development, but to many kinds of change management.
Introductionto Agile Executive Overview Gpi Asia Rev2Benjamin Scherrey
Our training partner, GPIAsia, asked us to produce an executive overview version of our 2-day Introduction to Agile course for an iTAP program intended to introduce Agile concepts to CMMI practitioners. Was an interesting challenge. Should know in a week or two if any of this gets traction from that audience. If it does, I'll take credit. If not - I'll blame my colleague Pam who delivered it with me. :-) As with all my presentations, you really need to hear the talk to get the full benefit but at least you can see the subjects we touch on.
You will learn about the key aspects of the DevOps cycle including:
Continuous Business Planning
Collaborative Development
Continuous Testing
Continuous Release & Deployment
Continuous Monitoring
Continuous Customer Feedback & Optimization
Whether you are Business Analyst, Program Manager, Process Specialist or Tool Specialist, this will be a great session to help you learn about building better solutions.
From Divided to United - Aligning Technical and Business TeamsLeanKit
Are your technical and business teams at odds with each other? They don't have to be. Join us tomorrow to discover the secret to gaining alignment.
Dominica DeGrandis, Director of Learning and Development at LeanKit, will share how clarity on priorities, cross-functional dependencies and team metrics drive unity.
You'll learn how to:
- Balance business requests with maintenance work
- Prioritize up, down and across the hierarchy
- Get visibility on cross-functional dependencies
Dominica will share her observations while working at a SaaS company on the methods used to create clarity.
Migrating Your Apps to the Cloud: How to do it and What to AvoidVMware Tanzu
Migrating your applications to the cloud can be a harrowing journey, one fraught with complexity and uncertainty. What’s required to succeed, above and beyond the right platform, are the right set of people, equipped with modern practices, to build and run cloud native applications with confidence.
Join Allison and Tom, from Pivotal's Application Transformation (AppTx) team, as they discuss what common problems arise when teams try to get their apps on the platform and the AppTx team approach to solving them.
Whether you have purchased PCF (Pivotal Cloud Foundry) or are of a mind to move your legacy applications to the cloud this webinar will help you understand:
● Why it’s imperative to have a small team dedicated to the application portfolio
● When to re-platform, modernize or rewrite an application
● Strategies to address the most common issues we see
Speakers:
Allison Willams, Pivotal Senior Solutions Architect
Tom Collings, Pivotal Advisory Solutions Architect
Rich Mironov's keynote for one-day agile workshop. Intro to agile development and agile organizations, tools, impact on whole organization, product management and product planning. Co-sponsored by AccuRev, Coverity, Electric Cloud, Enthiosys, Rally and Agile Journal.
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
Alliance 2017 - How to Plan a Pain-Free Upgrade or Transition to the CloudSparkrock
Presented by Diana Budreau on January 27th, 2017.
Are you considering moving your NAV or CRM solution to the cloud? This session will walk you through the steps you'll need to take to make sure it's the right decision, get your organization ready, and build a project plan to ensure that the move is a success.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
Дмитро Бузоверя
Директор Cloud Computing департаменту в компанії AMC Bridge
Agile підхід до управління проектами існує вже більше 15 років, він досі є об’єктом багатьох дискусій та вважається інноваційним у деяких областях.
Дмитро Бузоверя, зробить огляд методології Agile у розробці програмного забезпечення. Він розкаже про історію Agile, його принципи та більш детально зупиниться на різних методиках: Extreme Programming (XP), Scrum, Lean та Kanban.
Ця лекція допоможе зібрати пазл з Agile термінології в єдину картинку.
Similar to ALN_Nepal-Agile_for_the_real_world (20)
1. THE SCIENCE OF RISKSM
1
Agile for the real World
Roland Leibundgut
Head of Enterprise Portfolio Management, Office of the CIO
2. Contents
Topic Slides
1 Agile Level-set : What Agile is all about 3
2 Agile Adoption : the easy way 8
3 Agile Adoption : In the real world 10
T H E S C I E N C E O F R I S K S M
2
4 Common Pitfalls 18
5 One More : Automation 25
6 The Agile Manifesto – 10 years on 27
7 Q&A 28
3. T H E S C I E N C E O F R I S K S M
WHAT AGILE IS ALL ABOUT
Agile level-set
3
4. Agile Time Line
T H E S C I E N C E O F R I S K S M
4
20011996 2003 2010
5. Kanban, Lean and the Venetians
T H E S C I E N C E O F R I S K S M
5
6. The Agile Manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
T H E S C I E N C E O F R I S K S M
6
That is, while there is value in the items on the right, we value the items on the left more.
(Selected) Principles behind the Agile Manifesto (http://agilemanifesto.org/principles.html)
– #1: Our highest priority is to satisfy the customer through early and
continuous delivery of value[able software].
– #4: Business people and developers must work together daily throughout the project.
– #5: Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
– #11: The best architectures, requirements, and designs emerge
from self-organizing teams.
– #12: At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.
7. Agile Core Values
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
T H E S C I E N C E O F R I S K S M
7
That is, while there is value in the items on the right, we value the items on the left more.
(Selected) Principles behind the Agile Manifesto (http://agilemanifesto.org/principles.html)
– #1: Our highest priority is to satisfy the customer through early and
continuous delivery of value[able software].
– #4: Business people and developers must work together daily throughout the project.
– #5: Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
– #11: The best architectures, requirements, and designs emerge
from self-organizing teams.
– #12: At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly.
8. T H E S C I E N C E O F R I S K S M
THE EASY WAY
Agile Adoption
8
9. It’s finally here! Scrum Easy Install® 2.5
Don’t diddle daddle with annoying coaches and expensive training. ALL you
need to do is stick our Scrum – Easy Install® CD in your computer and press
GO. In just a few easy steps, you’ll be on your way to Agile heaven!
With our Scrum Easy Install®, you get…
– The secret recipe to instantly create high performing teams
– All the Agile engineering practices you can muster
T H E S C I E N C E O F R I S K S M
9
– All the Agile engineering practices you can muster
– The step by step process and tools to build working software every 4 weeks
– The patented yoga induced therapy to rid your managers of that nasty muscle memory
– The automatic and always available Product Owner Selector®
– The Project Manager to ScrumMaster Evolutionator ®
– The newly improved Conflict Resolutionner Package ®
– The Let’s Talk ® conversation creator
– and the always popular…
http://agilepartnership.com/blogit/2010/11/16/its-finally-here-scrum-easy-install%C2%AE-2-5/
10. T H E S C I E N C E O F R I S K S M
IN THE REAL WORLD
Agile Adoption
10
11. Key ingredients…
• Time (typically 3-5 years)
• Tie to the organizations’ strategy
–Need to make investments over a long time
• Executive sponsorship / commitment
T H E S C I E N C E O F R I S K S M
11
• Executive sponsorship / commitment
–A “…yeah yeah go on - do what makes you
guys happy” is NOT good enough !
• Thought leaders
–(considerate) use of consultants – initially only !
• COMMON SENSE & PATIENCE
13. Example - Tie to Strategy
1.5 years into the program:
Agile used for major projects
across […] Operating Units
Drive Revenue Through
Innovation
Optimize Our Business
Target: 90% of new
products delivered
T H E S C I E N C E O F R I S K S M
13
across […] Operating Units products delivered
within 9 months
Underlying Beliefs and Assumptions:
Adoption of agile techniques by Operating Units
15. Not Everybody is Agile (yet)
…(particularly) during the transition:
–Enable the rest of the organization to see and
understand what is going on
–Provide ties to the ‘traditional’ world
T H E S C I E N C E O F R I S K S M
15
–Provide ties to the ‘traditional’ world
• But make the differences transparent
–Prepare a common tracking and metrics system
for agile and non-agile (not-yet-agile) efforts
–Adjoining organizational units (e.g. IT services,
finance, sales,…) and customers may take
longer to adapt
16. Agile Project Life Cycle (SCRUM+)
INCEPTION
Objectives
ELABORATION
Build
CONSTRUCTION
Build
TRANSITION
Release
PRODUCTION
Operate
LIFECYCLE OBJECTIVES
& Tollgate 1
LIFECYCLE ARCHITECTURE
& Tollgate 2
INITIAL OPERATIONAL
CAPABILITY
PRODUCT
RELEASE
T H E S C I E N C E O F R I S K S M
16
Risks Architecture
17. Enterprise Agile Project Life Cycle
INCEPTION
Achieve consensus on
Objectives
Identify Risks
Agree on Technical
Approach
Obtain Funding
ELABORATION Gain better
understanding of
Requirements
(Features)
Eliminate all significant
Technical Risk
Validate the
CONSTRUCTION
Detail Requirements to required
Level for development (Stories)
Select Iteration Content to deliver
Business Value and reduce Risk
Deliver Production Quality
Functionality in Sprints
Produce essential Documentation
TRANSITION
Get system
ready for
Production
Finalize relevant
Documents
Close out
Project
PRODUCTION
Operate System
Provide User
Support
Achieve ROI
Run with
Production
Team
LIFECYCLE OBJECTIVES
& Tollgate 1
LIFECYCLE ARCHITECTURE
& Tollgate 2
INITIAL OPERATIONAL
CAPABILITY
PRODUCT
RELEASE
PROJECT
CLOSED
T H E S C I E N C E O F R I S K S M
17
Agree on Project
Acceptance Criteria
Work with Skeleton Team
Validate the
Architecture with
Business Functionality
Produce accurate
Schedule and cost
Forecast
Work with Core Team
Produce essential Documentation
Run with Full Team
Project
Run with
Transition Team
Team
Examine cost vs. benefit
Decide to proceed or
cancel project
Agreed system Scope & Objectives
All major Risks resolved
Release Plan is agreed
Architecture is validated
Justify Validity of Project or cancel
Enough Functionality is Accepted
Necessary Release Doc. is available
Draft User Documentation is ready
Production Readiness is achieved
Project closure is initiated
18. T H E S C I E N C E O F R I S K S M
PITFALLS
Common Agile Adoption
19. Terminology abuse
@#$%$#$’s Agile Process:
T H E S C I E N C E O F R I S K S M
19
SpSprint 3Sprint 1 Sprint 2
1 week 3 weeks 2 weeks
20. User Stories are Central…
• Agile Development in one sentence:
“Define a user value story, implement and test it in a short iteration,
demonstrate/and or deliver it to the user, repeat forever!”
• A user story is a brief statement of intent that describes something the
system needs to do for the user e.g.
– “Log in to my web project management portal”
T H E S C I E N C E O F R I S K S M
20
– “Log in to my web project management portal”
– “See my tasks for today”
• User Stories drive…
– How much we expect the project/release to cost (estimation)
– What gets done in what order in the project (backlog)
– What the team commits to in a sprint (sprint planning)
– What work items the team performs (tasks)
– Continuous product review & acceptance (acceptance criteria)
– Whether we (the team) can keep our commitments (burndown)
– Forecast when we are going to deliver the release (release burndown)
– Foster communication between business and development team
21. …but are not Requirements !
• Stories are rather negotiable expressions of intent
– (it needs to do something about like this)
• They are short, easy to read, and understandable
– to developers
– (to stakeholders)
T H E S C I E N C E O F R I S K S M
21
– to users
• They represent small increments of valued functionality that
can be developed in a period of days to weeks
– Less than one sprint
• They are relatively easy to estimate
• They need little or no maintenance and can be safely
discarded after implementation
21
22. …and are not enough !
Looking beyond the sprint…
• (User) Stories do not address
–Product management
T H E S C I E N C E O F R I S K S M
22
–Product management
• What product documentation does the product
manager need ?
• How is it linked to the software ?
–Long term (product / software) maintenance
–Non-Functional requirements
24. Common Adoption Pitfalls
• Ab-using the terminology
–Call things by what they really are
• Agile is NOT a process or framework
–We need to change the cultural values
T H E S C I E N C E O F R I S K S M
24
–We need to change the cultural values
• Yes it’s cool …
…but not always as simple as it looks
–‘Book Agile’ is seldom suitable
• Too-much, too-fast
–Measure, Improve, Learn, Start-over
25. T H E S C I E N C E O F R I S K S M
AUTOMATE, AUTOMATE
One More…
25
26. Continuous Integration and Deployment
Don’t even try agile software
development without this
Automated tests are
essential !!
T H E S C I E N C E O F R I S K S M
26
This is where we
want to go Some companies do
this in PRODUCTION
!!!
27. The Agile Manifesto – 10 years on
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
…and leverage tools to Automate All Repeatable Steps
over manual tasks done by humans
…but promote Validated Learning over simply making software “work”
T H E S C I E N C E O F R I S K S M
27
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
…but promote Validated Learning over simply making software “work”
…but put Empathy for Customer Problems before corporate needs
Initiate Insight Driven Change than simply being responsive to change
Inspiration from: “The Innovation Manifesto” by
Brad Murphy; Founder / CEO of GearStream Inc.
28. T H E S C I E N C E O F R I S K S M
Q&A
Open
28
29. Pre-Submitted Questions (Part 1)
Agile Adoption
• How to bring the change in company for the Agile Development?
• How to encourage employees to be more agile esp. who are reluctant to work with
process & learn new practices ?
• Implement Agile to phase out the Traditional software practices?
• How many minimal no of team where agile is befits?
• Can agile work for virtual team concept?
T H E S C I E N C E O F R I S K S M
29
Techniques, Tools & Metrics
• Is planning poker an integral part of agile development?
• What would be the best measure and analytical tools?
• How could we track the progress and maturity in the agile development ?
Agile and Project Management
• How can Agile accommodate the role of Project Manager ?
– If it does not imagine of this role at all, what are the practical difficulties you have found so far
dealing with the project managers ?
– Where they will fit into the agile world then?
30. Pre-Submitted Questions (Part 2)
Agile in the industry
• Is Agile methodology is for software development only or Agile can be implemented for
other fields?
• Is agile only useful for large institutions?
• In what environments will Agile be most successful and why it should be used?
• What would be better approach agile or waterfall model in context of Business
Intelligence ?
• How agile can be implemented in the project which is controlled by the client
T H E S C I E N C E O F R I S K S M
30
• How agile can be implemented in the project which is controlled by the client
(maintenance) and just day to day task is provided in the developer's end. ?
• How to succeed with agile in the electronic field ?
Software Development
• How does Agile Process effect in Software Development ?
• I just would like to know the possible ways of Agile method implementation on Software
(Web) development?
Agile Leadership Network
• What is the future of Agile in Nepal?
31. Visit us online at...
www.agile-nepal.org
www.verisk.com
Thank You
T H E S C I E N C E O F R I S K S M
31
www.verisk.com
www.veriskit.com