The document discusses agile delivery and transformation from task focus to continuous delivery of value. Key aspects of agile methodology include lean business practices, collaborative ownership through iterative development using Scrum, commitment to quality, and continuous delivery. Agile evolves the traditional waterfall model into time boxed iterations that drive faster delivery of value. It prioritizes individuals, interactions, working software, and customer collaboration over documentation and contracts.

1. Agile Delivery
Transformation from task focus to
continuous delivery ofvalue
Stephanie BySouth
Agile Delivery

2. Stephanie BySouth
• 0402 329 258
• stephanie@bysouth.com.au
• www.innovationbysouth.com.au
Agile Consultant
Certified Scrum Master

3. • Introduction to Agile
• Key concepts & practices
• How does is it differ to traditional Project management
• What problems does it solve
• Where can you learn more

4. Agile Methodology. Value Driven Outcomes
• Lean Business
• Collaborative Ownership
• Iterative Framework - Scrum
• Quality Commitment
• Continuous Delivery

5. Agile Evolution

6. PPP to Sashimi to Scrum
Hirotaka Takeuchi and Ikujiro Nonaka.
The New New Product Development Game
Harvard Business Review
1986

7. Waterfall - Scrum
Time Boxed iterations drive shorter time till value

8. Individuals and interactions over processes and tools
Working software over comprehensive documentation
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.

9. Business Ownership, Transparency, Collaboration
Rob Thomsett
Thomsett International

10. The Biggest Value
The highest pain
The greatest impact.
Revenue Opportunity
Now.
Business Prioritisation to drive market disruption soonerValue

11. Team Characteristics of Scrum
'Multilearning'
Subtle Control
Built-in instability
Self-organising teams
Overlapping phases
Organisational transfer of learning
Hirotaka Takeuchi and Ikujiro Nonaka.
The New New Product Development Game
Harvard Business Review
1986

12. Team Roles Leadership based not authority assigned
Owner Scrum Master Team

13. Team is driven frequent deadlines
There's no time to let perfection
(being right)
getting in the way of better
(making money)
Time Boxed iterations drive task innovation

14. Project management to Value management
• Forces decisions back onto the owners 'not the facilitator'
• Leadership is not directive, it is serving
• Assumes human ability to predict is poor; therefore, doesn't
claim to be able to estimate into the future
• Change Management is inherent in the process

15. Dissolving the PM as everything
Owner Scrum Master
Responsibility
Ownership
Accountability
Assertive
Serving
Leader

16. Why is the team so important
• Self esteem drives productivity
• Ownership is collective; therefore, accountability is assigned
to the individuals
• Choice creates ownership, and greater acceptance of fault
• Difficult to stand & deliver everyday
• Routine, Discipline and continuous learning are essential

17. Humans are poor at predicting
1. Forces the use of relative estimating
2. Focuses us on estimating the size, not the duration
3. Puts estimates in units that we can add together
†Lederer and Prasad, 1998. A Causal Model for Software Cost Estimating Error and Vicinanza et al.,
1991. Software Effort Estimation: An Exploratory Study of Expert Performance.
© Mountain Goat Software, LLC

18. Release Burndown Chart
http://www.mountaingoatsoftware.com/scrum/alt-releaseburndown
Mike Cohen
Delivery Probability is based on performance record

19. Impediment Management!
• Anything that blocks the velocity, the delivery, the outcomes
• Tools down, stand-up, resolve
• Scrum master is responsible for removing any blocks to productivity
(relative)

20. Agile Summary
• Frequent time boxed iterations
• Outcome driven value by priority of requirements
• Roles: ownership, leadership, unified teams
• Estimation based velocity history
• Change & Issue Management built into the process
• Collaboration, Responsiveness, Transparency

21. Further Learnings
• The New New Product Development
o http://www.cs.utexas.edu/users/downing/papers/SCRUM.pdf
• Scrum Alliance
o www.scrumalliance.org
• Agile Alliance
o www.agilealliance.org
• The Agile Manifesto
o www.agilemanifesto.org
• Adelaide Scrum Meetup
o http://www.meetup.com/Scrumliscious-Adelaide-Scrum-Meetup/
• Stephanie BySouth
o 0402 329 258
o stephanie@bysouth.com.au
o www.innovationbysouth.com.au