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NetCom Learning : How to Improve Business Processes using Agile
- 1. How to ImproveBusiness Processes with Agile We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 2. NetCom Learning We managelearning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 3. NetCom Learning –Managed Learning Services We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 4. We manage learning. “Buildingan Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 5.
- 6. • In 2001,17 agile advocates came together • Drafted document with organizing principles for Agile • High-level concepts • Addressed commonality of different methodologies History of Modern Agile
- 7. Manifesto for Agile SoftwareDevelopment Results Individuals and interaction over Process and tools Working software Results over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan We are uncovering better ways of development software by doing it and helping others do it. Through this work we have come to value:
- 8. • Primary drivingfactor from moving from traditional methods to agile methods • Agile concentrates on the process which adds value to the stakeholders • Cumulative value • Customer • End-user • Team • Sponsor • Organization Value-Driven
- 9. • Small steps •Focus on important stuff first • What is delivered “works” • Seek and incorporate feedback • Make course corrections when needed • Everyone is accountable and empowered Agile Key Concepts Adaptation
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- 11. Standish Group CHAOSReport • 1998 Standish Group CHAOS Project Report • Among the top reasons for project failures were aspects of the waterfall method • “Research also indicates that smaller time frames, with delivery of software components early and often, will increase success rate”
- 12. • Scrum • Kanban •Lean • Business Process Management • Other development approaches • FDD (Feature Driven Development) • TDD (Test/Acceptance Test Driven Development) • SAFe Agile Frameworks
- 13. • Predictive • Waterfall •Iterative • Adaptive • Time-boxed • Continuous • Combined/Blended Comparison of Methodologies
- 14. • Identifies whichmethodology is appropriate • Predictive (Waterfall) • Most of the details are known • Things are close to agreement • Things are close to certainty • Chaotic project environment that requires a commanding and controlling style of leadership to bring order • Adaptive (Agile) • Need for complex decision making Stacey Diagram
- 15. • Strong points •Heavy up-front analysis • Plan formulated, results compared to plan and corrective actions taken as needed • Strong change control after requirements agreed upon • Weaknesses • Resistance to change • Often more about process than result • Extensive time and expense producing documentation • Long delay between requirements and results Predictive Methodologies
- 16. Adaptive Life Cycles •Also known as change-driven or agile methods • Intended to respond to high levels of change • Requirements gathered using progressive elaboration throughout the project We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 17. • Pros • Frequentdelivery of results • Able to adapt to changes to provide business competitive advantages • Cons • Requires change to existing processes and organizational structures Pros and Cons of Adaptive Approach
- 18. Time-boxed (Scrum) • Seriesof short iterations • Called sprints • Deliver incremental working software (MMF) • Time-boxed ceremonies • Sprint Planning Meeting • Daily Scrum • Sprint Review • Sprint Retrospective • Artifacts • Burn down charts • Product backlog • Sprint backlog
- 19. Continuous (Kanban) • Emphasison just-in-time, continuous delivery • Work is pulled from a prioritized queue • Progress is displayed for all participants to see
- 20.
- 21. Six-Sigma/Lean • Adapted fromToyota lean manufacturing and IT practices • Move closer to customer • Shorter cycles • Eliminate waste • Process improvements
- 22. Business Process Management •Similar to Six-Sigma/Lean Process • Selection of opportunity or problem to address • Steps include: • Process identification (map to enterprise architecture) • Determine reason and verify selection • Analyze current state (“as-is”) • Define goals and performance measurements • Identify actions and plans • Implement plan (“to-be”) • Review
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- 24. Key Major Shifts PredictiveApproach Adaptive Approach Product planned extensively and then executed and finally tested Result envisioned and then evolved and adapted Governance, stage gates Accepted iterations Strong change control Welcome changes Template-driven documentation Light weight, essential documentation Full solution delivery Small, frequent releases Lessons learned at end of project Retrospective at end of each iteration (Kaizen)
- 25. Waterfall - Agile www.agileconnection.comFigure 1: Waterfall versus agile: the paradigm shift
- 26. • Working withothers to do a task and to achieve shared goals • Share knowledge, learning and building consensus • Collective problem solving Collaboration
- 27. Commitment • Team membersare committed • Project • Outcomes • Stakeholders are involved • Feedback • Communication
- 28. • Product • Process •People • Feedback Methods Continuous Improvement
- 29. • Based onmeasurable data • Two areas • Reinforcement of positive • Corrective actions Feedback Methods
- 30.
- 31. • Value-based emphasisbased on strategic alignment • Enterprise Architecture structure • Portfolio management - unchanged • Project charter – slight modification Initiating Concepts
- 32. • Supports integrationand optimization of fragmented processes into integrated environment • High-level view of organization • Current Baseline • Target Baseline • Baseline architectures • Business • Data • Application • Technology Enterprise Architecture
- 33. Project Efforts Alice: Whichroad do I take? Cheshire cat: Where do you want to go? Alice: I don’t know Cheshire cat: Then it doesn’t matter - Lewis Carroll We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 34. • Stakeholder focus •Expands long-term vision • Identifies themes and release timeframes • Initial product backlog • Additional detail is added as timeframe approaches Product Roadmap
- 35. • Includes: • Who- Stakeholders • Why – Vision, Mission, Goals • What – Objectives, Project Boundaries • Where – Work sites, Deployment requirements • When – Start and end target dates • How - Approach • Success Criteria • May involve multiple stakeholders to build consensus – Shared vision Project Chartering
- 36. • Portfolio • Selectionof “projects” • Roadmap • Milestone releases and themes • Product backlog • Release planning • Features or epics • Release backlog • Iteration planning • Iteration backlog • User Stories Tasks Adaptive Planning Cycles
- 37. • Value ofincluding features • Cost of implementing features • Amount of risk removed by including features • Prioritization Schemes Prioritization
- 38. • Drives sharedunderstanding of project vision, objectives and goals • Continuous collaboration with delivery team • Maximize the value by managing and prioritizing the work to be done (backlog) • Provide acceptance criteria • Inspect and accept completed, demonstrated work Business Representative
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- 40. • Impact oncurrent processes, behavior and people • Educate the organization • Support change at various levels • Experiment with new techniques Organizational Change
- 41. • Allows teamsto work “agile” • Other teams utilize a predictive approach with a project manager and specialized team roles • Need to adapt to changing requirements • Collaboration and communication Blended Approach
- 42. • Change isalways challenging but the value is worth the effort • It is impossible to gather all requirements at beginning of project • Whatever requirements available to be gathered are guaranteed to change • There will always be more to do than time and money will allow Four Simple Truths
- 43. “ A well-functioningteam of adequate people will complete a project almost regardless of the process or technology they are asked to use (although the process and technology may help or hinder them along the way) .” - Alistair Cockburn Agile is Not a Silver Bullet
- 44. Watch the LiveDemonstration Watch the recorded webinar here! We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
- 45. NetCom Learning offersa comprehensive portfolio for Agile training options. Enroll for any of the recommended courses below: Leading a Scaled Agile Framework (SAFe Agilist Certification)- Class scheduled for Feb 1 Implementing Agile Test-Driven Development for Non-Programmers -Class scheduled for March 5 PMI Agile Certified Practitioner (PMI-ACP)®– Class scheduled for March 12 Recommended Courses: We manage learning. “Building an Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
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- 51. We manage learning. “Buildingan Innovative Learning Organization. A Framework to Build a Smarter Workforce, Adapt to Change, and Drive Growth”. Download now!
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Editor's Notes
- #17 Adaptive life cycles are also know as change-driven, agile or iterative methods and are intended to respond to high levels of change as the project progresses to meet the changing needs of the organization. Requirements are gathered using progressive elaboration in small increments know as iterations or sprints throughout the life of the entire project. They have the distinct advantage of delivering working results earlier than tradition projects, as well as adapting to the changing requirements of the organization. This is compared to Predictive life cycles where all the requirements are able to be gathered and understood up front.
- #34 Here is an interesting quote from the book: Alice in Wonderland: “Alice: Which road do I take? Cheshire cat: Where do you want to go? Alice: I don’t know Cheshire cat: Then it doesn’t matter” - Lewis Carroll The basic premise of this quote is that the planning does greatly matter. .
- #37 A scrum theme is the highest level of the story hierarchy and describes a view of a tangible product (such as a trading application) or an abstract goal (such as performance tuning). A product owner breaks down a theme into one or more epics. An epic groups related user stories together or describes a block of requirements that have not yet been rationalized into stories. A story is a brief statement of a product requirement or a business case. Typically, stories are expressed in plain language to help the reader understand what the software should accomplish. Product owners create stories. A scrum user then divides the stories into one or more scrum tasks. Scrum tasks are the discreet pieces of work required to complete a story
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