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Similar to Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
- 1. Agile? Lars Irenius @Postnord, 2012-11-27
- 2. 1700 50 20 4 Vi bidrar till framgång genom att i nära samarbete med våra kunder kombinera det stora företagets styrka med det lilla företagets själ och den enskilde konsultens engagemang.
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- 5. Agenda •What is agile? •Whyagile? •Manage agile •Buying agile •Failing with agile?
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- 8. Gör • Det sombehövs Customer Just in Time • När det behövs • I den mängd som behövs Pull (JIT) 1. Upptäck avvikelse (fel) Jidoka 2. 3. Stanna Rätta felet. Autonomation Visualisering av problem 4. Hitta orsaken och korrigera processen
- 9. Fokusera på kundvärde! Gör inte onödiga saker. Lös problem! Kontinuerlig förbättring! Se helheten – visualisera! Agilt Lean Anpassa till Optimera flöde! förändring!
- 13. Principles behind theAgile manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Business people and developers must work together daily throughout the project. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. The best architectures, requirements, and designs emerge from self-organizing teams. Agile Requirements, NFI 15/6 2012
- 14. Continuous Delivery, FastTTM Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Agile Requirements, NFI 15/6 2012 Source: www.informit.com
- 15. Besluta så sentsom möjligt Welcome changing requirements, even late in development.
- 16. Multifunktionella, självorganiserande och bemyndigadeteam. The best architectures, requirements, and designs emerge from self-organizing teams.
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- 18. Best Teacher cantransfer 30% of his knowledge Allen Ward The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
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- 20. T-shaped teams andstaff
- 21. Benefits optained adoptingagile http://www.versionone.com/state_of_agile_development_survey/11/
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- 25. SCRUM Board Source: Henrik Kniberg
- 26. Product and SprintBacklog
- 27. Kanban Source: Henrik Kniberg
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- 30. Agile Software Requirements DeanLeffingwell
- 31. What? When? $? implement DP 1 DP 2 DP 3 Future goal state
- 32. *PM Network Magazine,November 2009
- 33. Solution development Test & Launch Requirements Analysis & Design Future goal state
- 34. Design, Implement, Test, Evaluate,Learn and Adapt in increments Future goal state
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- 36. Benefits optained byadopting agile http://www.versionone.com/state_of_agile_development_survey/11/
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- 38. Roles, artefacts andactivities Kanban and Scrum – making the most of both. Henrik Kniberg & Mattias Skarin 2010
- 39. Styrning av produktportfölj Program Produkt Team Agile Requirements, NFI 15/6 2012
- 40. Traditionell kravställning säger åt utvecklaren vad han/hon ska göra. Agil styrning ska ge teamet förutsättningar att själva finna en bra lösning.
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- 42. Backlog is notenough, you must get the big picture! Source: www.agileproductdesign.com Agile Requirements, NFI 15/6 2012
- 43. Transparent steering Affärsledning Produkt/Programle dning ”Themes/Epics” Vart är vi på väg Team Roadmap/Funktioner/ Regler Vad ska göras? Stories, Tasks Hur ska det göras? Agile Requirements, NFI 15/6 2012
- 44. The team mustknow the world to adapt to. Agile Requirements, NFI 15/6 2012 Source: www.agileproductdesign.com
- 45. Streamline and ScalingAgile Two models for agile steering
- 46. Scaled Agile Framework™Big Picture
- 48. Streamlined Development Development “Go” per R n.1 Design Decision R n.2 GO Feature implementation Integration & Automated Regression Test (with load) decision Verified “up and running” system version: 11 12 .... 15 16 17 18 19 20 21 ... 27 Decoupling of release projects Release TG0 TG5 Release preparation & verification Merge Which features to include in a Release content PD2 Corrections release, both developed, under decided R n.1 development and not yet started.
- 49. Managing Agile A Pigis someone who has skin in the game. Pig roles are considered core team members. Performers. People who “do” work. Get it? A Chicken is someone who has something to gain by the Pigs performing, but in the end, really do not contribute day to day to “getting things done”.
- 50. The English verb“to manage” was originally derived from the Italian maneggiare, meaning to handle and train horses. This original meaning merged with the French term menage, or household.
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- 52. Management 3.0, JurgenAppelo
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- 56. Agile transformation •Set agoal for the change – what do you want to achieve. •Define the system to change! •Define a core team. •Launch a training program for key staff. •Introduce system for continuous improvements.
- 57. Constant improvement Move tohigher maturity level Assess Plan Identify size & type of problems Improve Identify strong & Select and Focus weak areas Max 2 areas Evaluate Do Assess Plan New baseline Improve Implement! Evaluate Do Often via a project s WoW Baseline
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- 59. Big projects –Small projects Many projects – Few projects Projects – Continuous delivery
- 60. Organisationer i samarbeteoch takt för tjänstekvalitet Trafikföretag • Resenären – Gemensam kund Operatör • Kundfokus måste genomsyra relationen med operatören Trafikleverans
- 61. Part of thesystem or not? Vendor 3 Vendor 1 Customer Vendor 2
- 62. When part ofthe system •Shared long-term goal •Dedicated team for customer. •Aligned processes customer – vendor (e.g. QA, release) •Agile process as if in-house •Contractual model: T&M
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- 64. When not partof the system
- 65. Agila projekt –IT företagens standardavtal Avtalsparametrar: Kompetenta resurser Fackmanna Antal resurser och timmar mässigt fel fördelat på Tidsboxar Timpris samt eventuell Risk- Samverkans fel och Vinstdelning Antal Reservtidsboxar Rättning utan arvode. Reserv Tidsbox Tidsbox Rest Påtalas inom 6 tidsbox månader Flyttat arbete Flyttat arbete Flyttat arbete Reducering av timarvode Ursprungligt Uppdrag Ändrat Uppdrag Source: Henrik Gavelli
- 66. Fixed Price Shared Risk Time & Material
- 67. Contractual models foragile steering (outside of the system) • Fixed cost – prioritized functions • The customer prioritize functions together with vendor from a product backlog list. Delivery in time with prioritized functions. • Fixed functions – T&M • The customer prioritize functions together with vendor from a product backlog list. Preliminar delivery schedule agreed with sprint deliveries • Fixed cost, time and functions • No “agile steering” possible, but vendor may work agile and make sprint deliveries.
- 68. Agile vendor notpart of the system •Contract can be fixed functions or fixed time/cost. •Functions to be planned in sprints + one or two “hardening” sprints (based on degree of uncertainty) •Fixed time allows for greater flexibility. •Burndown to be visible for customer •Sprintbased delivery •Retrospects
- 69. Fokus på avtaleller leverans ? IDAG IMORGON Kundeffekt Mät mot kundeffekt Mät mot avtal Styr leveransen 4. Korrigera snabbt Leverans 3. Förutse leveranseffekter 2. Analysera mönster 1. Fånga signaler Upphandling Lägg grunden & Etablering
- 70. Fixed Price orT&M Open Scope T&M Passive Active FP FP or T&M Fixed Scope
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- 72. Leading causes offailed agile projects http://www.versionone.com/state_of_agile_development_survey/11/
- 73. Stefan Berg, ComHem i Computer Sweden, 110923
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