The document outlines the benefits and practices of Agile methodologies, emphasizing the need for businesses to adopt Agile to improve time to market, productivity, and software quality. It discusses various Agile frameworks like Scrum and Lean, highlighting key elements such as continuous improvement, collaboration, and effective management practices. Additionally, it addresses the importance of servant leadership and the need for teams to be self-sufficient in completing tasks while managing technical debt.

1. AGILE: WHAT AND WHY?
DAVID DRAPER, AGILE COACH AND SENIOR CONSULTANT

2. GLOBAL MUSCLE
– LOCAL BRAINS
UK // Global
€10M // €110M
70 // 1100 EMPLOYEES
2 // 15 OFFICES
1 // 8 COUNTRIES

3. We’re a digital
consultancy
providing strategic
solutions with
technical power &
creative edge

4. VALTECH: AGILE SERVICES
AGILE TRANSFORMATION SERVICES
AGILE COACHING, MENTORING AND SEEDING
AGILE TRAINING
AGILE ACADEMY
ENGINEERING TOOLSMITHS
AGILE PROJECT MANAGEMENT
AGILE SOFTWARE DEVELOPMENT
PROVIDE FLEXIBLE ENGAGEMENT AND COMMERCIAL MODEL

5. OUR DIFFERENTIATORS
PRAGMATIC APPROACH TO AGILE
FLEXIBLE COMMERCIAL MODELS

6. WHY ?

7. BUSINESSES ADOPT AGILE TO …
WHAT WAS THE MOST IMPORTANT REASON FOR ADOPTING
AGILE WITHIN YOUR TEAM OR ORGANISATION?
ACCELERATE TIME TO MARKET - 22%
ENHANCE ABILITY TO MANAGE CHANGING REQUIREMENTS - 21%
INCREASE PRODUCTIVITY - 12%
ENHANCE SOFTWARE QUALITY 10%
ALSO:
ALIGNMENT BETWEEN BUSINESS AND IT, PROJECT VISIBILITY,
RISK MANAGEMENT, SIMPLIFIED PROCESS, INCREASED
ENGINEERING DISCIPLINE, REDUCE COST, ENHANCE MAINTAINABILITY,
IMPROVE TEAM MORALE

8. STATE OF AGILE DEVELOPMENT
SURVEY AUGUST 2008
State of Agile Development Survey August 2008
Q. What Value have you actually realised from implementing Agile Practices?
Improved Significantly Improved
Improved Project Visibility 41.8 % 41.5 %
Increased Productivity 50.5 % 23.6 %
Enhance Software Quality 44.3 % 24.0 %
Reduce Cost 30.4 % 7.6 %
Simplify Development Process 48.1 % 19.5 %
Improve/Increase Engineering Discipline 42.0 % 17.8 %
Improved Team Morale 44.1 % 29.8 %
Enhance Ability to Manage changing Priorities 42.1 % 50.5 %
Accelerate Time to Market 41.3 % 23.6 %
Reduce Risk 48.0 % 16.6 %
Manage Distributed Teams 22.1 % 6.9 %
Improve Alignment Between IT and Business 38.8 % 27.5 %
Enhance Software Maintainability/Extensibility 39.3 % 16.6 %

9. WHAT ?

10. WHAT? http://www.agilemanifesto.org/

11. AGILE WAS A REACTION TO …
HEAVYWEIGHT SOFTWARE DEVELOPMENT PROCESSES
HIGH COST OF FAILURE
LOW TRUST
PROJECT SUCCESS PERCEIVED TO DEPEND ON
DEFINED PROCESSES
EARLY COMPREHENSIVE, FIXED SPECIFICATION
PROGRESS ESTABLISHED THROUGH CREATION OF ARTEFACTS
PUNITIVE CHANGE MANAGEMENT
REQUIREMENTS PERISHABLE

12. MYTHS
NO UPFRONT PLANNING INCREMENTAL APPROACH SPREADS PLANNING THROUGHOUT THE
PROJECT.
NO DOCUMENTATION ONLY USABLE AND VALUABLE DOCUMENTATION PRODUCED.
LOSS OF MANAGEMENT PROJECT STATUS MEASURED ON WORKING, TESTED SOFTWARE
CONTROL PROVIDES FULL VISIBILITY.
LACK OF PREDICTABILITY REPLACE SPECULATIVE PLANS WITH FEATURE-DRIVEN SHORT AND
LONG TERM PLANNING.
LACK OF ENGINEERING THE CONTINUOUS DELIVERY OF RUNNING, TESTED SOFTWARE EVERY
DISCIPLINE FEW WEEKS REQUIRES ULTIMATE DISCIPLINE.
INABILITY TO SCALE LARGE PROJECTS BROKEN DOWN INTO CO-ORDINATED SMALLER
PROJECTS REDUCES RISK.

13. AM I AGILE?
CONTRACTS
COMMAND AND CONTROL
DISTRIBUTED TEAMS
PREDICTIVE
CONTINUUM
COLLABORATION
SERVANT LEADERSHIP
COLLOCATED TEAM
ADAPTIVE

14. PROJECT LANDSCAPE
BUSINESS
AGILITY
AGILE
PROJECT
MANAGEMENT
AGILE SOFTWARE
ENGINEERING

15. WHAT DOES AN AGILE PROCESS LOOK
LIKE?
INDUSTRY
BEST-PRACTICE?

16. PLAN DO CHECK ADAPT
DO
PLAN CHECK
ADAPT

17. SCRUM
A LIGHT-WEIGHT FRAMEWORK FOR PRODUCT DEVELOPMENT
EXTREMELY SIMPLE AND VERY HARD
DAILY STANDUP
MEETING
SPRINT (“DAILY SCRUM”)
PRODUCT PLANNING
OWNER MEETING SPRINT DEMO
PRODUCT
AND REVIEW
BACKLOG WORKDAY
MEETING
ONE DAY
SPRINT
BACKLOG
SPRINT
14-30 DAYS
SCRUM
Master
WORKING SOFTWARE
OTHER DELIVERABLES

18. EXTREME PROGRAMMING
VALUES:
WHOLE TEAM FEEDBACK
COMMUNICATION
SIMPLICITY
COURAGE
COLLECTIVE CODING RESPECT
OWNERSHIP TEST-DRIVEN STANDARD
DEVELOPMENT
PLANNING
CUSTOMER PAIR REFACTURING
PROGRAMMING GAME
TESTS
SUSTAINABLE
CONTINUOUS
SIMPLE PLACE
INTEGRATION
DESIGN
METAPHOR
SMALL RELEASES www.XProgramming.com

19. LEAN SOFTWARE DEVELOPMENT
FOCUS ON VALUE
FOCUS ON FLOW (INVENTORY, WIP)
INVENTORY IS A LIABILITY
ELIMINATE WASTE PROJECT ALPHA – CUMULATIVE FLOW
KAIZEN
CONTINUOUS
IMPROVEMENT
PULL
LIMIT WORK IN PROGRESS
BALANCE DEMAND AND
THROUGHPUT

20. IMPEDIMENTS TO AGILE
DEDICATED TEAM
COMMITMENT IS DIFFICULT IN A CULTURE OF INTERRUPTIONS
CO-LOCATED TEAMS
DISTRIBUTION IS A MAJOR IMPEDIMENT
CROSS FUNCTIONAL TEAM
WHAT DOES COMPLETE MEAN FOR THE TEAM?
WHAT ARE WE DEMONSTRATING?
THE TEAM MUST BE ABLE TO COMPLETE A FEATURE WITHOUT OUTSIDE
HELP
MANAGEMENT SPONSORSHIP
TO PROTECT AND SUPPORT THE TEAM
TO RESOLVE IMPEDIMENTS

21. ENABLERS

22. ORGANISATIONAL CHANGE
THE GREATEST
LEADER IS A
SERVANT. DON’T BE
A BOSS. BE A REAL
LEADER ...
SERVANT
LEADERSHIP
OVER COMMAND
AND CONTROL

23. RESPONSIBILITY // TRUST
INDIVIDUAL
CHANGE

24. HELPFUL ENGINEERING PRACTICES
TEST FIRST DEVELOPMENT
REFACTORING / EVOLUTIONARY DESIGN
CONTINUOUS INTEGRATION
PAIR PROGRAMMING
RETROSPECTIVES
RELATIVE ESTIMATION

25. RETROSPECTIVE
QUESTIONS
WHAT WENT WELL?
WHAT HAVE WE LEARNT?
WHAT WOULD WE LIKE TO DO DIFFERENTLY?
WHAT STILL PUZZLES US?
ACTIONS
WHAT ACTIONS CAN WE TAKE FORWARD IMMEDIATELY?
WHAT LARGER ACTIONS SHOULD BE NEGOTIATED?
WHAT ISSUES NEED TAKING BACK TO THE ORGANISATION?

26. DONENESS
DEFINE DONE EARLY
REVIEW DONE-NESS OFTEN

27. BEWARE OF TECHNICAL DEBT
USE THIS TERM AND ENSURE THAT PROJECT SPONSORS
UNDERSTAND
CONSIDER WHO OWNS TECHNICAL DEBT
THIS IS AN ATTRIBUTE OF THE SYSTEM
MANAGED DEBT IN TERMS OF
COST OF OWNERSHIP
RISK
COST OF REMOVAL
BENEFIT OF REMOVAL (RELATED TO RISK AND OPPORTUNITY)

28. ?
ANY QUESTIONS …

29. david.draper@valtech.co.uk
http://twitter.com/david_draper
http://agiledesign.co.uk
http://www.valtech.co.uk
http://blog.valtech.co.uk
http://twitter.com/valtech