What is Agile? Why go Agile? How Agile works. How to Change. A whistle stop tour

1. The
90
minute
guide
to
Agile
or
What
is
Agile?
Why
should
we
be
Agile?
How
do
we
become
Agile?
allan
kelly
Twi+er:
@allankellynet
h+p://www.allankelly.net
h+p://www.so6warestrategy.co.uk

2. Allan
Kelly
Director,
So6ware
Strategy
Ltd
– ConsulAng
&
Training
for
Agile
Author
– Changing
So:ware
Development:
Learning
to
be
Agile
(2008,
Wiley)
– Business
Pa8erns
for
So;ware
Developers
(2012,
Wiley
-­‐
ISBN:
978-­‐1119999249)
97
Things
Every
Programmer
Should
Know
Henney,
2010
Context
EncapsulaGon
in
PaHern
Languages
of
Program
Design
Volume
5,
2006
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
2

4. Agenda…
• What
is
Agile?
• Why
go
Agile?
• How
do
you
do
Agile?
• How
do
I
change
to
Agile?
…
90
minutes!

5. What
is
Agile?
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
5

6. Agile
manifesto
(2001)
We
are
uncovering
be+er
ways
of
developing
so6ware
by
doing
it
and
helping
others
do
it.
Through
this
work
we
have
come
to
value:
• Individuals
and
interacAons
over
processes
and
tools
• Working
so6ware
over
comprehensive
documentaAon
• Customer
collaboraAon
over
contract
negoAaAon
• 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
le6
more.
www.agilemanifesto.com
(c)
So6ware
Strategy
Ltd.
6

7. Professor
Donald
Sull
of
the
London
What?
Business
School
…
defines
[Agility]
as
a
company’s
ability
Defining
Agile
consistently
to
iden@fy
and
seize
opportuniAes
more
quickly
and
effec@vely
than
rivals.
Agile
is
what
both
the
latest
business
strategy
and
so6ware
development
methodology
aspire
to
be.
Financial
Times,
20
November,
2007,
“Agility:
Flexibility
takes
over
from
planning”
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
7

8. Agile,
Agile
methods
&
Agile
toolkit
The
State
of
Agile
•
Quick
on
our
feet
(our
objecAve)
•
Deliver
quickly
•
Respond
to
change
rapidly
•
Seize
opportuniAes
Kanban
Agile
Methods
...
DSDM
Promise
to
create
the
state
of
Agile
Scrum
XP
Xanpan
•
Test
Driven
Development,
Refactoring
The
Agile
•
IteraAons,
Time
boxing
Toolkit
•
User
Stories,
Feature
injecAon
•
RetrospecAves,
....
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
8

9. Why
Agile?
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
9

10. Why
Agile?
Process
change
follows
technology
change
1972
2002
2012
Database
IMS
SQL,
Oracle
NoSQL
Language
Cobol,
Fortran
Java,
C++
Ruby,
JavaScript
Display
Green
screen
Web
iPad
OS
OS/360
Windows
NT/XP
Linux
Internet
nodes
23
(March)
Millions
5
Billion
?
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
10

11. Why
be
Agile?
• Reduce
costs
• Reduce
risk
• Avoid
failure
• ProducAvity
• TINA
?
– The
only
game
in
town
– Agile
is
state
of
the
art
• Fashion?
– Everyone
else
is
doing
it?
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
11

12. Why
Agile?
It’s
the
business,
stupid
I
can’t
think
of
anything
more
important
than
building
an
agile
company,
because
the
world
changes
so
quickly
and
unpredictably
Michael
A
Cusumano
DisAnguished
Professor
of
Management
at
the
MIT
Sloan
School
of
Management

13. Why
be
Agile?
• Greater
flexibility
– World
doesn’t
stop
• Faster
to
market
– Seize
compeAAve
opportuniAes
– Faster
return
on
investment
• Faster
validaAon
of
market
– Fail
fast,
fail
cheap
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
13

14. Why
be
Agile?
• Customers
prefer
it
– Flexibility
– No
arguing
over
requirements
in/out
– Time
to
market
– OpportuniAes
to
conAnue,
stop,
change
• Enable
new
business
models
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
14

15. Why
be
Agile?
Today
Tomorrow
• Agile
means
be+er
• Agile
creates
new
• Be+er
delivery
opportuniAes
• Win
new
clients
• New
compeAAve
• Reduce
risk
advantages
• New
business
models
(Lean
• Reduce
failure
Start
Up)
• IT
as
enabler
• BeHer
is
entry
level
(don’t
– Not
a
blocker
leave
home
without
it)
– Realize
true
value
of
IT
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
15

16. Why
be
Agile?
What
do
they
know?
One
more
thing….
a
BIG
risk?
Are
they
take
Stealing
an
advantage?
Your
compeAtors
are
doing
this
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
16

17. How
do
we
do
Agile?
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
17

18. Principles:
So6ware
development
• Has
diseconomies
of
scale
– So
small
batch
size
• Fixing
bugs
is
expensive
– So
high
quality
is
important
• DocumentaAon
is
expensive
– So
minimize
it
• Things
change
– So
start
small
&
grow
€
– Strive
for
adaptability
over
adapted
– Deliver
fast,
learn,
iterate

19. Release
Usually
looks
like
this
(Scrum/XP)
Demo
Wednesday
Tuesday
Monday
Friday
Thursday
Work
Wednesday
Tuesday
Monday
Friday
Thursday

20. Everything
in
IteraAon
Releasable
at
end
of
IteraAon
Developers: Coding, Design & Unit Testing
even
if
not
releases
Product Owner: Requirement discover &
explanation
Testers: Automated & Exploratory testing
Wednesday
Wednesday
Thursday
Thursday
Tuesday
Tuesday
Monday
Monday
Friday
Friday

21. Project
constraints
Product
Resources
Owner
Features
(People)
needs
to
make
these
trade
offs
Fixed
over
Cost
=
short
run
Resources
x
Time
(Brooks
Law)
Quality
=
free
Time
Scope
Creep
–
run
backwards
Time
boxed
21

22. Looks
like
this

23. Burn-­‐down
chart
Basic
Product
Burn-­‐Down
Chart
250
200
150
100
50
0
1
2
3
4
5
6
7
8
9
10
11
12
Itera@on
Work
to
do
(c)
So6ware
Strategy
Ltd.
23

24. Burn-­‐Up,
Burn-­‐Down
Burn-­‐Up,
Burn-­‐Down
250
200
150
100
50
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Itera@on
Series5
(c)
So6ware
Strategy
Ltd.
24

25. Invest
in
Technical
So6ware
Cra6smanship
–
Take
quality
seriously
Images
from
Wikipedia
under
GNU
documentaAon
license.

26. This
means
Change!
Erh….
How
do
I
do
that?
"I
can't
understand
why
people
are
frightened
of
new
ideas.
I'm
frightened
of
the
old
ones.”
John
Cage
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
26

27. How?
• A
story….
Hard
to
imagine
[Agile]
has
changed
there
was
a
world
the
way
we
run
the
before
Agile
company
Main
benefit:
Time
to
market.
I
don’t
know
how
we
would
have
done
it
without
Agile

28. 3
Sided
coaching
What
is
the
company
making?
How
is
the
company
organized?
Advice
for
senior
managers
Company:
Strategy
What
processes
are
followed?
Are
you
delivering?
Product:
Process
Advice
for
teams
What
is
the
architecture?
Is
the
code
tested?
Are
you
finding
Code:
Technical
bugs?
Advice
for
programmers

29. Who’s
on
first?
Michael
Barri+
Benjamin
Mitchell
Company:
Strategy
Allan
Kelly
Product:
Process
Code:
Technical
Jon
Jagger
Nancy
Van
Schooenderwoert

30. Training
+
Coaching
Light
touch
coaching
1. Agile
FoundaAons
training
workshop
2. Process/Product
Coaching
(ongoing)
3. Test
Driven
Development
Workshop
4. Technical
Coaching
(ongoing)

31. Don’t
push
change
-­‐
Let
them
pull!
• Management
job
is
not
to
push
change
– Inspire
people
to
want
change
– Support
people,
give
them
the
tools

32. And
markeAng
MarkeGng
know
what
product
needs
building
Engineering
build
it
You
know
your
doing
something
• Important
to
link
up
right
when
you
get
copied…
markeAng
engineering
• Build
the
right
thing,
build
it
right

34. And
Time
(the
4th
dimension)
• Don’t
expect
it
all
at
once
• Different
people
learn
at
different
speeds
• Iterate
– Li+le
and
o6en

35. Agile
Spectrum
35

36. The
Alignment
Trap
Highly
aligned
‘Alignment
trap’
‘IT
Enabled
growth’
11%
companies
7%
companies
Doing
the
right
things
+13%
IT
spending
-­‐6%
IT
spending
Source:
Shpilberg,
Berez,
Puryear,
Shah:
-­‐14%
3
year
sales
+35%
3
year
sales
growth
growth
2
MIT
Sloan
Review,
Fall
2007
‘Maintenance
zone’
‘Well-­‐oiled
IT’
74%
companies
1
8%
companies
Avg
IT
spending
-­‐15%
IT
spending
-­‐2%
3
year
sales
+11%
3
year
sales
Less
growth
growth
aligned
Doing
things
right
Less
More
EffecAve
EffecAve

37. Thank
you!
allan
kelly
So6ware
Strategy
Ltd.
www.so6warestrategy.co.uk/allankelly
allan@allankelly.net
Twi+er:
@allankellynet
(c)
Allan
Kelly
h+p://www.so6warestrategy.co.uk
37