This document provides an overview of Agile methodology. It begins with defining Agile as being able to quickly identify and seize opportunities. It then discusses why organizations should adopt Agile practices, including greater flexibility, faster time to market, and enabling new business models. The document also outlines some of the key principles and practices of Agile development, such as iterative delivery and responding to change.

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