The document discusses adopting an agile methodology for project management. It outlines typical problems with traditional waterfall approaches, such as over budget projects and unreleased features. Agile approaches focus on iterative delivery, prioritizing customer collaboration, and adapting to change. Successful agile projects require clear objectives, executive support, user involvement, self-organizing cross-functional teams, and frequent delivery of working software. The document provides an overview of agile principles and processes and argues organizations should consider changing to agile to reduce costs by eliminating waste.

1. Larus Business Automation s.r.l.
METHODOLOGY
Agile, we mean!

2. METHODOLOGY: Agile, we mean!
TYPICAL PROBLEMS WE MEET DURING
THE MANAGEMENT OF A PROJECT

3. 34,4%
45,6%
20,0%
“The CHAOS Chronicles”, The Standish Group
METHODOLOGY: Agile, we mean!
TYPICAL PROBLEMS WE MEET DURING
THE MANAGEMENT OF A PROJECT

4. THEY CONSIDERED UNSUCCESSFUL BECAUSE OF :
● Budget overrun of 189 %
● Overshooting the planned work 220 %
● Only 61% of the features is released
“The CHAOS Chronicles”, The Standish Group
METHODOLOGY: Agile, we mean!
TYPICAL PROBLEMS WE MEET DURING
THE MANAGEMENT OF A PROJECT

5. THEY CONSIDERED UNSUCCESSFUL BECAUSE OF :
● Objectives unarticulated and not very feasible
● Incorrect estimates of resources needed
● System requirements are poorly defined
● Little information on the status of the project
● Risks unmanaged
● Poor communication between customers, developers and users
METHODOLOGY: Agile, we mean!
TYPICAL PROBLEMS WE MEET DURING
THE MANAGEMENT OF A PROJECT

6. THEY CONSIDERED UNSUCCESSFUL BECAUSE OF :
● Using technologies unevolved
● Inability to deal with the complexity of the project
● Development practices inadequate
● Low capacity in project management
● Policy adopted by the stakeholders involved in the project
● Commercial pressures
METHODOLOGY: Agile, we mean!
TYPICAL PROBLEMS WE MEET DURING
THE MANAGEMENT OF A PROJECT

7. MOST PROJECT HAS ONE SCOPE TOO BROAD
“The CHAOS Chronicles”, The Standish Group
METHODOLOGY: Agile, we mean!
THE BUSINESS VALUE

8. REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!
THE BUSINESS VALUE

9. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!

10. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!

11. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!

12. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!

13. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!

14. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
METHODOLOGY: Agile, we mean!

15. THE BUSINESS VALUE
REDUCING WASTE IS THE ONLY AND BIGGEST OPPORTUNITY
TO REDUCE COSTS
“People rarely have time to make the use cases
formal, complete, and pretty. They usually only have
time to make them 'sufficient'. Sufficient is fine. It is
all that is necessary.”
ALISTAIR COCKBURN
METHODOLOGY: Agile, we mean!

16. PRESCRIPTIVE: the waterfall method attaches a requirement and you decide
the number of resources to be used and the time available for fulfill this
requirement.
ADAPTIVE: the agile method ( not a prescriptive method ) reverses this concept :
you tighten the resources and time and decide how many and which implement
functionality for the customer , dividing possibly in smaller modules.
METHODOLOGY: Agile, we mean!
WHAT APPROACH TO ADOPT

17. WHAT APPROACH TO ADOPT
METHODOLOGY: Agile, we mean!

18. METHODOLOGY: Agile, we mean!
SUCCESS FACTORS FOR PROJECTS

19. METHODOLOGY: Agile, we mean!
CLEAR
BUSINESS
OBJECTIVES
SUCCESS FACTORS FOR PROJECTS

20. EXECUTIVE
SUPPORT
METHODOLOGY: Agile, we mean!
CLEAR
BUSINESS
OBJECTIVES
SUCCESS FACTORS FOR PROJECTS

21. EXECUTIVE
SUPPORT
USER
INVOLVEMENT
METHODOLOGY: Agile, we mean!
CLEAR
BUSINESS
OBJECTIVES
SUCCESS FACTORS FOR PROJECTS

22. MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT
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.
www.agilemanifesto.org
METHODOLOGY: Agile, we mean!

23. 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 eficient and efective
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
efective, then tunes and adjusts
its behavior accordingly.
METHODOLOGY: Agile, we mean!
MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT

24. TRANSPARENCY INSPECTION
METHODOLOGY: Agile, we mean!
ADAPTION
EMPIRICAL PROCESS CONTROL

25. 2 Backlogs
4 Meetings
Definition of Done
Sprint
3 Roles
METHODOLOGY: Agile, we mean!
ANATOMY OF AN AGILE PROJECT

26. TEAM
● Fully committed members
● Cross-functional
● 3-9 members
● Self organizing
● Estimates and does all the work
● Demos work results
METHODOLOGY: Agile, we mean!
SUCCESS FACTORS FOR PROJECTS

27. - Since 2007 we have begun to learn about the world
agile.
- At the beginning of 2011 we made our first project in
AGILE
METHODOLOGY: Agile, we mean!
AGILE LARUS

28. - Discover customer process
- Pain point
- Identify candidate project
METHODOLOGY: Agile, we mean!
DISCOVERY

29. - What is a inception
- How it works
- Who participates
- Rough Budget
- Build a Vision
- Hopes & Concerns
- Product Box
- Not List
- Elevator Pitch
- Pain Points
- Trade-Ofs
METHODOLOGY: Agile, we mean!
INCEPTION

30. METHODOLOGY: Agile, we mean!
EXAMPLE TELECOM con (AM)

31. METHODOLOGY: Agile, we mean!
EXAMPLE TDP

32. DISCUSS PER TABLE:
● Why would your organization
change towards Agile?
● How should your organization
change?
● What are the (actionable) steps to
take?
METHODOLOGY: Agile, we mean!
AGILE ADOPTION IN YOUR COMPANY

33. METHODOLOGY: Agile, we mean!
HOW TO START

34. METHODOLOGY: Agile, we mean!

35. METHODOLOGY: Agile, we mean!

36. THANKS TO
METHODOLOGY: Agile, we mean!
For helping us to achieve the scrum certification and for the
material proposed in this presentation