This document provides an introduction to agile methods. It begins with an overview of traditional waterfall project management and its low average success rate of 33%. It then discusses the agile manifesto which values individuals, collaboration, responding to change, and working software over comprehensive documentation and following a plan. Specific agile frameworks like Scrum and Kanban are covered. The document concludes with examples of scaling agile to large organizations.
Slide-2: World is VUCA. It was VUCA. It is VUCA and will be VUCA.
Slice-3: The change in VUCA is the speed of change. The rate of change is high due to technological advancements.
Slide-4: The much-hyped Paytm share tank on listing day by nearly 23%, though the predecessor listings (IPO) managed to list with a higher price sometimes double.
Slide-5: The PESTELE is an acronym for environmental factors that infuse change in the business and/or individuals.
Slide-6: The NFT are gaining popularity. Art, music, literature and movies can be secured. Notably, each NFT acts as a kind of certificate of authenticity, showing that a digital asset is unique and not interchangeable.
Slid-7: To gain competitive advantage, the businesses to be agile i.e faster, cheaper, better and less risky to embrace the change.
Slide-8: PDCA is an iterative design and management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel.
Slide-9: Empiricism is a model to learn for experimentations. The best learning takes place through continuous experimentation. Learning from failure is the best.
Slide-10 to 16: The successful frameworks exist before the Agile Manifesto introduction.
Slide-17: The best practices from each successful framework are reviewed and created Agile manifesto having 4 values and 12 principles. Refer to https://agilemanifesto.org/ for further details.
Slide-18: Elon Musk is a physics guy and leverages first principle for tackling complex problems.
Slide-19: The Scrum framework.
Slide-20: Scrum roles
Slide-21: Story point estimation is for stories and ideal hours for tasks. Story points help the stakeholders to conclude on time it takes to complete backlog based on velocity
Slide-22 to 24: The humbleness of Mr Anand Mahindra after being conferred with the Padma Bhushan award.
Note: This is the slide used for educating on "the Need of being agile" as part of their "Finishing School" program.
Slide-2: World is VUCA. It was VUCA. It is VUCA and will be VUCA.
Slice-3: The change in VUCA is the speed of change. The rate of change is high due to technological advancements.
Slide-4: The much-hyped Paytm share tank on listing day by nearly 23%, though the predecessor listings (IPO) managed to list with a higher price sometimes double.
Slide-5: The PESTELE is an acronym for environmental factors that infuse change in the business and/or individuals.
Slide-6: The NFT are gaining popularity. Art, music, literature and movies can be secured. Notably, each NFT acts as a kind of certificate of authenticity, showing that a digital asset is unique and not interchangeable.
Slid-7: To gain competitive advantage, the businesses to be agile i.e faster, cheaper, better and less risky to embrace the change.
Slide-8: PDCA is an iterative design and management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel.
Slide-9: Empiricism is a model to learn for experimentations. The best learning takes place through continuous experimentation. Learning from failure is the best.
Slide-10 to 16: The successful frameworks exist before the Agile Manifesto introduction.
Slide-17: The best practices from each successful framework are reviewed and created Agile manifesto having 4 values and 12 principles. Refer to https://agilemanifesto.org/ for further details.
Slide-18: Elon Musk is a physics guy and leverages first principle for tackling complex problems.
Slide-19: The Scrum framework.
Slide-20: Scrum roles
Slide-21: Story point estimation is for stories and ideal hours for tasks. Story points help the stakeholders to conclude on time it takes to complete backlog based on velocity
Slide-22 to 24: The humbleness of Mr Anand Mahindra after being conferred with the Padma Bhushan award.
Note: This is the slide used for educating on "the Need of being agile" as part of their "Finishing School" program.
Presentation provides agile tools and practices that workplace learning professionals can use with projects. Deck built for Learning Solutions 2014 with presenter notes
Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services.
Open ScrumBan Manifesto
Delivering the finished product
Over reviewing the artifacts
On-demand release
Over scheduled release
Value flow
Over following dogmas
Progressive improvement
Over mutation driven by Model
Open ScrumBan Principles
Lean Agile
Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc.
Pursue system thinking, identify various systems and systems of systems, and make decisions based on context
Iteration Rhythm
Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default
Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum
Respect present
Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time
When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team
Evolutionary optimization
Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them
Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
The aim of agile methods is to reduce overheads in the software process (e.g. by limiting documentation) and to be able to respond quickly to changing requirements without excessive rework.
This presentation is about Scrum methodology. First it reviewed traditional SDM and then talk about Agile and Scrum
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
Understanding the Agile Release and Sprint Planning Process John Derrico
How to easily understand the agile release and sprint planning process. Simple diagrams based on six sigma principles to clearly convey the goals of the planning process including the understanding of the customers as well as the inputs and outputs required for Agile Release and Sprint Planning ant tactics for success.
Presentation provides agile tools and practices that workplace learning professionals can use with projects. Deck built for Learning Solutions 2014 with presenter notes
Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services.
Open ScrumBan Manifesto
Delivering the finished product
Over reviewing the artifacts
On-demand release
Over scheduled release
Value flow
Over following dogmas
Progressive improvement
Over mutation driven by Model
Open ScrumBan Principles
Lean Agile
Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc.
Pursue system thinking, identify various systems and systems of systems, and make decisions based on context
Iteration Rhythm
Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default
Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum
Respect present
Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time
When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team
Evolutionary optimization
Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them
Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
The aim of agile methods is to reduce overheads in the software process (e.g. by limiting documentation) and to be able to respond quickly to changing requirements without excessive rework.
This presentation is about Scrum methodology. First it reviewed traditional SDM and then talk about Agile and Scrum
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
Understanding the Agile Release and Sprint Planning Process John Derrico
How to easily understand the agile release and sprint planning process. Simple diagrams based on six sigma principles to clearly convey the goals of the planning process including the understanding of the customers as well as the inputs and outputs required for Agile Release and Sprint Planning ant tactics for success.
Given that Agile is an iterative and incremental process, it should come as no surprise that there are different levels of Agile planning to help deliver value early while working toward a larger goal. To find success with Agile, it’s important to understand how to effectively plan at the release, iteration, story, and task levels.
What you’ll learn in this presentation:
• The basics of release and iteration planning.
• The differences between a release and an iteration.
• The basics of task planning.
The secret life of an Agile Business Analyst - Sydney Agile Meetup group - 13...Ryan McKergow
The Agile Business Analyst seems to be a bit of an unknown quantity to some people. Frameworks like Scrum and SAFe have no mention of the Business Analyst. Is it because they don't understand us? Is it because to outsiders we're living in secret? Andrew and Ryan will explain how the Agile Business Analyst is an essential role that is evolving as our the world around us is constantly change and becoming increasingly more complex. Our focus is shifting from just requirements to delivering value. Throughout this talk and discussion with the audience we will demystify the secret life of the Agile Business Analyst.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
Beyond the Scrum Team: Delivering "Done" at ScaleTasktop
In this webinar Dave West, CEO and Product Owner of Scrum.org, and Betty Zakheim, VP of Industry Strategy at Tasktop talk about the success of Scrum in the enterprise and techniques that organizations can employ when they have a large IT shop.
Join us for this discussion of the successes and challenges of Scrum at scale, including:
* Scrum.org's Nexus
* how software development teams can deliver "Done" at scale
* how these techniques fit into the broader software delivery lifecycle
Perché parliamo di Scaling Lean Agile?
Ci sono due aspetti primari inerenti lo scalare delle tecniche agili a livello di Enterprise che è necessario considerare. In primo luogo lo scalare delle tecniche agili a livello di progetto per affrontare le sfide peculiari che i team di progetto devono affrontare. In secondo luogo è lo scalare la vostra strategia agile attraverso l'intero reparto IT, in modo appropriato. E' abbastanza semplice applicare Lean Agile su una manciata di progetti, ma può essere molto difficile far evolvere la cultura e l’intera struttura organizzativa per adottare appieno il modo agile di lavorare.
Lean e Agile (in particolar modo metodologie come Scrum e XP) hanno pienamente dimostrato il loro valore a livello di team. Cosa succede però nel momento in cui tentiamo di utilizzarle in contesti reali più complessi? Nelle reali organizzazioni che caratterizzano un’importante parte del panorama dell'IT in Italia? Muovendosi dal livello dei team verso il livello dell'organizzazione si incontrano una serie di problematiche più complesse e per un certo verso nuove. Ecco quindi l'importanza di conoscere valori e principi che sono alla base del tema del Lean Agile Scaling. Esistono parecchi modelli che negli ultimi anni si confrontano con le realtà delle organizzazioni.
In questo talk tratteremo a livello olistico questo tema e confronteremo alcuni di tali modelli di Scaling Lean Agile, quali: Scrum standard (Ken Schwaber, Mike Cohn, ...) – il modello di Larmann & Vodde - SAFe – Disciplined Agile Delivery di Scott Ambler – Path to Agility (Ken Schwaber). Inoltre verranno affrontate e discusse le esperienze personali effettuate in diverse società in fase di adozione o utilizzo su larga scala di Lean Agile.
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
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.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
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.
No more carrots, no more sticks … how to really use story points and velocity…Richard Cheng
Story points and velocity is often the bane of Agile teams. Management uses the teams’ velocity to measure the teams. Giving the teams praise and rewards if they make their velocity quotas, and punishments if they don’t. However, story points and velocity were never meant to be a management tool!
This session will explore the concept of estimation and how to really use estimation. In this session we will explore:
• Relative sizing (story points, Fibonacci, tee-shirt sizes) compared to time based estimate (hours, days)
• Affinity clustering techniques to get teams started with relative sizing
• Using planning poker for team-based estimates
• Using retrospectives to learn from estimates
• How to use estimates for tracking and forecasting
• How to stabilize estimates and what to do if teams can’t stabilize their estimates
• How to convince management to focus away from velocity and more towards more effective means of tracking and forecasting
By the end of the workshop, attendees have a great understanding of how to effectively leverage estimation, story points, and velocity to help plan their projects instead of ruining them!
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
2. • Agile trainer and coach
• Member of PMI, Scrum Alliance,
Agile Alliance, Agile Leadership
Network
• CST, CSM, CSPO, CSP, PMI-ACP,
PMP
• Founder & executive committee
member of Agile Delivery for
Agencies, Programs, and Teams
(ADAPT)
• Experience in Federal and
commercial Agile transformations
Richard Cheng
richard.cheng@excella.com
@RichardKCheng
3. “Traditional” IT Project Management
◊ Process and tools
◊ Comprehensive documentation
◊ Contract negotiations
◊ Following a plan
This is how we control projects….
5. IT Industry average success rate?
Success rate ~ 33%
IT Industry average success rate?
Success rate ~ __%
Industry Success Rate
From 2010 report from The Standish Group
7. Agile Manifesto
Individuals and interactions over Process and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
That is, while there is value in the items on the right, we value
the items on the left more.
http://agilemanifesto.org/
8. 1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
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.
6. The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
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.
Agile Principles
9. Scrum vs. Waterfall
◊ Waterfall is based on
Predictability
– Feedback is usually not attained
until late in the project
– Works best when all details are
known up front
– Change is expensive
◊ Scrum is based on Adaptability
– Constant feedback
– Allows for discovery throughout
the lifecycle
– Provides infrastructure to
support and implement change
10. The Stacey Diagram
◊ Simple projects don’t need
Scrum
◊ The Complicated projects
benefits from Scrum to
increase certainty and
agreement
◊ Scrum returns the biggest
process gains in the Complex
space
◊ In the Anarchy space, there is
high risk regardless of method
Ralph Stacey, Strategic Management and Organizational Dynamics
Technology
Requirements
11. Agile Methodologies
Agile
Scrum – Iterative method used by most teams
XP – The software engineering practices
Kanban – Often used in operations
Lean – Concepts used for organizational Agile
16. Limit Work In Progress
In
Queue
(5)
Development (3)
In
Progress
Done
QA Tests (4)
In
Progress
Done
Release (5)
In
Progress
Done
Item
Item
Item
Item
Item
Item Item Item Item
Item
Item
Item
Item
17. Measure Workflow
◊ Average Time In Queue – 3 days
◊ Average Time In Development – 2 days
◊ Average Time Waiting for QA Test – 2 days
◊ Average Time In QA Test – 5 days
◊ Average Time Waiting for Release – 9 days
◊ Average Time in Release – 3 days
◊ Average throughput - 24 days
18. Optimize Workflow
◊ Average Time In Queue – 3 days
◊ Average Time In Development – 2 days
◊ Average Time Waiting for QA Test – 2 days
◊ Average Time In QA Test – 5 days
◊ Average Time Waiting for Release – 9 days
◊ Average Time in Release – 3 days
◊ Average throughput - 24 days
20. When to use Kanban
◊ Operational Work
– Networking
– Help Desk
– Pure Operation and Maintenance
◊ When 1 weeks Scrum Sprints are too long
◊ Visualizing and measuring across multiple workflows or
teams
◊ If Scrum is not working for you, transitioning to Kanban
will usually make things worse (other than the cases
above)
◊ Kanban concepts can be applied to Scrum and Waterfall
26. Excella Consulting
Experience and Expertise in Agile Solutions
– Coaching
– Training
– Assessments
– Agile Adoption
– Agile Development Teams
– Agile PMO
Training Courses
– Certified ScrumMaster (CSM)
– Certified Scrum Product Owner (CSPO): The Agile Business Analyst
– Advanced Certified Scrum Product Owner (CSPO)
– Certified Scrum Developer (CSD)
– Agile Testing
– Agile Business Intelligence and Data Warehousing
– Automated Acceptance Testing – Great for Analysts and Testers!!
See http://www.excella.com/training for more information
27. Contact Information
Richard K Cheng
richard.cheng@excella.com
703-967-8620
http://www.excella.com
Twitter: @RichardKCheng
Editor's Notes
This is what we do today
Everyone standup
>90% sit
>80% 50% 30% 20% 10%
Stand up on your hands
If I’m a baseball player, this is a good stat
Download paper from wikipedia. Easy ready
Iterate through it and get your feedback from customer
Story of Agile Manifesto:
Small steps
Synchronize
Timeboxes
Collocation
Technical debt
Self organize
Track stories/feature completion not tasks
Information radiator – Available info, office with pictures
Refrigerator – Open door, dig around
Information radiator – Available info, office with pictures
Refrigerator – Open door, dig around
Information radiator – Available info, office with pictures
Refrigerator – Open door, dig around
The fundamental observation was that many organizations were struggling with how to scale agile methods, in particular Scrum. We felt that the first step was to identify how to successfully develop a solution from end-to-end. Although mainstream agile methods clearly provided a lot of great strategies, there really wasn’t any sort of glue beyond consultantware (e.g. hire me and I’ll show you how to do it) putting it all together. This is where the DAD framework comes in, but that’s only a start as you also need to tailor your approach to reflect the context in which you find yourself.
The DAD framework provides a better foundation for scaling agile:
Risk and value driven lifecycle. Scrum has what is called a value driven lifecycle. Work is prioritized by value to the business and is performed in priority order. This is a pretty good approach, but it’s possible to do better. Disciplined agile teams recognize that it’s a pretty good idea to tackle the riskier work early in an endeavor in order to help eliminate some or all of the risk. Some people like to refer to this as an aspect of “failing fast” although we like to put it in terms of succeeding early. A risk-value approach to work prioritization, and better yet explicit risk-based milestones (such as reaching stakeholder agreement early and proving the architecture with working code early), can increase your chance of project success.
Self organization with effective governance. There has been much ado made over the strategy of self organizing teams with the agile community and rightfully so as it is an effective strategy. But, agile project teams don’t work in a vacuum but instead work within the scope and constraints of a larger, organizational ecosystem. Instead of optimizing the project part as many agile methods imply that you should do in DAD we recommend that you adopt an effective governance strategy that guides and enables agile teams.
Delivery of consumable solutions over construction of working software. There are two issues here, a delivery focus over a construction focus and a solution focus over a software focus. First, disciplined agile teams recognize that there is some up-front project initiation/inception work that occurs early in a project. DAD also recognizes that there is often some deployment/transition effort that occurs towards the end of a project. The end result is that DAD promotes the idea that you need to adopt a full delivery lifecycle, not just a construction-focused lifecycle, if you’re to successfully avoid common mistakes such as a Water-Scrum-Fall approach. Futhermore, because DAD isn’t prescriptive it suggests several versions (agile, lean, continuous delivery) of the lifecycle. Second, agile teams do far more than produce software. We create supporting documentation. The software runs on hardware that may need to be upgraded and/or redeployed. We potentially change the business process around the usage of the system we’re producing. We may even affect changes to the organization structure of the people using the system. In short, it is blatantly obvious that we’re not just producing “potentially shippable software” but instead are producing “potentially shippable solutions”. Moreover, producing something that is just “potentially shippable” isn’t what our stakeholders actually want. What they really desire is something that’s consumable, something that they can easily understand and adopt to help them achieve their goals. The rhetoric “potentially shippable software” plays well to some developers, but it isn’t a sufficient goal.
Enterprise awareness over team awareness. We alluded to this in point #2. Disciplined agile teams recognize that they work in a larger organizational ecosystem. This enterprise awareness motivates them to leverage existing assets; enhance existing assets; work closely with enterprise professionals such as enterprise architects, reuse engineers, portfolio managers, and data adminstrators; and produce solutions that reflect the technology and business roadmaps of your organization. Done right this increases a team’s ability to deliver.
Context-sensitive and goal driven over prescriptive. One process size does not fit all. A strategy that works for a small co-located team will put a large geographically distributed team at risk. A strategy that works well in a non-regulatory environment may result in people’s deaths in a regulatory one (or more likely fines because hopefully you’ll be caught before you ship). So, if you want to build an effective team you need to be able to select the right strategy for the situation you find yourself in. DAD describes a straightforward, easy to consume strategy that is goal driven