The document provides an overview of Agile development and how to get started with an Agile approach. It discusses some of the benefits of Agile such as increased productivity, quality and stakeholder satisfaction compared to traditional waterfall approaches. It also addresses common objections to Agile. The document then describes key aspects of implementing Agile including Scrum roles and processes and tips for getting teams trained in Agile.
@AgileTourVietnam2015
On Nov 6th, 7th, and 8th, 2015
As an Agile coach I must understand in which level my team is in order to help my team to perform in more efficient way. If the team is in the “Shu” phase, the members are quite immature in agile, they just follow rules. If they are more mature, in the “Ha” phase, where they understand the ideas behind. The last stage is the “Ri” phase where people are so mature that they can create their own rules. I will present some behaviors that help Agile teams to see their mature level.
http://agiletourvietnam.org/session/agile-fundamentals-shu-ha-ri-applied-to-agile-team/
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
@AgileTourVietnam2015
On Nov 6th, 7th, and 8th, 2015
As an Agile coach I must understand in which level my team is in order to help my team to perform in more efficient way. If the team is in the “Shu” phase, the members are quite immature in agile, they just follow rules. If they are more mature, in the “Ha” phase, where they understand the ideas behind. The last stage is the “Ri” phase where people are so mature that they can create their own rules. I will present some behaviors that help Agile teams to see their mature level.
http://agiletourvietnam.org/session/agile-fundamentals-shu-ha-ri-applied-to-agile-team/
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
This is one hour free webinar about Agile principles for software development.
Main purpose for this webinar is to give attendees overview of Agile methodology for software development and provide understanding of main Agile principles.
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
I believe that executives must practice what they preach. If they want teams to be transparent and agile, they need to practice themselves and lead by example. This talk will share some Agile & Lean techniques, applied in a new way, to help organizations understand their constraints so they can transparently carry forward their journey to becoming Agile. “Seeing the Whole” includes customers, projects, applications, people, leadership, financials and Standard Work. We will propose creating a BVR (Big (I mean big) Visual Room), refactoring the PMO and suggest some practices to help support this journey. Executives are challenged to lead by example and be transparent. - Jon Stahl
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Sprint week helps you to solve big challenges and test them in just 5 days. This method comes from Google Ventures folks, we modify it little bit and combined with Design Studio method.
Agile Transformation consists of a group of professional change agents specializing in process improvement and organizational transformation. We are experts in Agile, Lean and organizational transformation methods applied to Technology and Business.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
This is one hour free webinar about Agile principles for software development.
Main purpose for this webinar is to give attendees overview of Agile methodology for software development and provide understanding of main Agile principles.
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
I believe that executives must practice what they preach. If they want teams to be transparent and agile, they need to practice themselves and lead by example. This talk will share some Agile & Lean techniques, applied in a new way, to help organizations understand their constraints so they can transparently carry forward their journey to becoming Agile. “Seeing the Whole” includes customers, projects, applications, people, leadership, financials and Standard Work. We will propose creating a BVR (Big (I mean big) Visual Room), refactoring the PMO and suggest some practices to help support this journey. Executives are challenged to lead by example and be transparent. - Jon Stahl
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
Sprint week helps you to solve big challenges and test them in just 5 days. This method comes from Google Ventures folks, we modify it little bit and combined with Design Studio method.
A talk I gave internally at Wotif about using Rally, from RallyDev, for managing iterations. Generally good advice on how to run a team using Rally as a project-management tool (at least I think so)
Developing an Agile Approach: Why Adaptability Will Be Key for Competitive Ma...Marsden Marketing
Agile Marketing borrows from software development to help companies adapt and respond more quickly, as the needs and interests of prospects and customers evolve. Instead of developing deliverables in a traditional, linear fashion, Agile marketers conduct a series of sprints and review, adjust and reprioritize work based on results. Agile is a data-driven approach to marketing prioritization and rapid adjustments.
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
CA Agile Central (formerly Rally) Inside DevOpsCA Technologies
So you just got CA Agile Central. Now what? How does this fit into your organization’s development workflow and delivery pipeline? Come hear about how CA Agile Central provides transparency into your engineering organization.
For more information, please visit http://cainc.to/Nv2VOe
The next level of agile will take you through how agile at scale is different then the team level agile. Strong agile basics are always key to a successful business and why connecting delivery to strategy is essential in realizing the promise of agile. This will help you understand where you are in your agile journey, how to identify trouble spots, and how to fix them.
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Business Agility is optimizing the process from the time you have an idea to the time you've been paid for it. It's like combining Lean Startup with Agile. I gave this presentation at Sheridan College for Silicon Halton with Michael Lant in May 2011.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
Lowering business costs: Mitigating risk in the software delivery lifecycleIBM Rational software
This paper explores the relationship between risk management and requirements management, describing how improved project success rates require teams to focus on business outcomes, become as productive as possible, and mitigate risks with proven tools and techniques.
This presentation was given a few months ago on the oracle.com/eppm site. Check it out for the full presentation, white papers and more information on Enterprise PPM.
Agile development poses several challenges to effectively testing software. Many myths have become "common wisdom" about how testing is much more difficult, even impossible, in an agile environment. Aricent's software testing experts look at 7 of these myths, and based on their years of experience debunk them.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
Why Agile?
What is Agile?
Agile is a mindset
5 key characteristics
Agility can not be planned
Modern Agile
Agile with Scrum
Incremental development
Convincing Senior Executives
Final word
This paper describes how Rally Software provides a comprehensive
solution for implementing SAFe in your organization. While you will
find many vendors providing Agile support for the Team level, Rally
provides support at each and every one of the three SAFe levels.
Performance Analysis of Leading Application Lifecycle Management Systems for...Daniel van den Hoven
The performance of three leading application lifecycle management (ALM) systems (Rally by Rally Software, VersionOne by VersionOne, and JIRA+GreenHopper by Atlassian) was assessed to draw comparative performance observations when customer data exceeds a 500,000-
artifact threshold. The focus of this performance testing was how each system handles a
simulated “large” customer (i.e., a customer with half a million artifacts). A near-identical representative data set of 512,000 objects was constructed and populated in each system in order
to simulate identical use cases as closely as possible. Timed browser testing was performed to gauge the performance of common usage scenarios, and comparisons were then made. Nine tests were performed based on measurable, single-operation events
The purpose of the iteration planning meeting is for the team to commit to the completion of a set of the highest ranked product backlog items. This commitment defines the iteration backlog and is based on the team’s velocity or capacity and the length of the iteration timebox.
Are your business strategy and development teams aligned?
It’s a simple question that stumps even the highest performing organizations.
When development teams adopt Agile, the business still needs answers to simple questions about delivery dates, return on investment and cost. When the business doesn’t clearly rank program and investment priorities, development doesn’t have the opportunity to optimize their work beyond the sprint and release level.
Rally Portfolio Manager solves these problems by providing the necessary feedback loops for business and development leaders to optimize return on investments.
Rally is the top-rated, proven partner for achieving enterprise agility. With Rally, you’ll be empowered with the management, collaboration and visibility needed to rapidly deliver high-value applications and products.
1. The Agile Toolkit
An overview of Agile development, metrics, and
how to get started
Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary
2. Traditional Software Development
Long, Large, Linear, Late
Time to 12 to 36 months
Market
Lifecycle Define Code Test Deploy
Tech Test Funct
Deliverables MRD PRD Code Doc Train
spec plan test
Proprietary
Point
Solutions
Confidential and Proprietary 2
3. Typical Software Challenges
Lack of consensus
Products pulled in too many directions
Priorities in too many directions (everything can’t be critical)
Too much generalization among feature requests
Market agility
Changing market conditions requires adaptive enhancement
Big products
Software quality becomes expensive with traditional approaches
Lack of visibility into what’s coming
Gap between request and delivery (easy to forget what was asked for)
Limited or no understanding of product definition or
enhancement process
Not clear on how to participate in process
Not sure how to identify requirements
Confidential and Proprietary 3
4. Traditional vs Incremental Delivery
Revenue from $4m to $5m
Investment from $2.19m to $1.11m
ROI 11% to 59%
NPV -315 to 151
Confidential and Proprietary 4
5. Typical Agile Objections
Agile is an excuse to be ad-hoc and undisciplined
Technical excellence is a tenet of all Agile approaches
Continuous testing and integration drive higher quality
No methodology for estimating
All features (stories) are identified and planned and early estimates can be used for
funding decisions
Agile projects normally have far more planning and feedback cycles than typical
waterfall projects
We would need to ask too much of our customers
Type of involvement can vary widely; For example, customers can vote features up
or down and provide feedback at different stages to minimize time commitment
We can’t trust our development team(s)
Accountability and trust have shown to improve team morale, and more importantly,
team productivity
Confidential and Proprietary 5
6. Benefits of Agile
93% increased productivity1
88% increased quality1
83% improved stakeholder
satisfaction1
49% reduced costs1
66% three-year, risk-adjusted return
on investment2
Reasons for Agile adoption include:
47% to better manage project scope3
45% to creating clear business
requirements3
40% to speed or better predict time to
market3
1 “Agile Methodologies: Survey Results,” by Shine Technologies, 2003; 2 Forrester Research, 2004;
3 “Agile 2006 Survey Results and Analysis,” by Digital Focus, October 2005
Confidential and Proprietary 6
7. Agile Manages Business Risks & Expectations
project run rate
risk of failure(unmet expectations)
cumulative production (business) value
Waterfall Agile
Risk Risk
and $ and $
Time Time
Confidential and Proprietary 7
8. Agile Delivers Success – Speed - Value
Deliver on-time, on-budget, meet highest-priority requirements
Before Agile With Agile
77% of Agile projects
Successful2
Better Project Management
Iterative Development
Web Infrastructure Growth
Only 16% of software 3X faster, productivity up 20-50%3
projects successful1
Avoiding development on the
wrong requirements can
reduce costs (Gartner Research) 4
1Standish Group Report: There’s Less Development Chaos Today, by David Rubinstein SD Times March 1,
2007, 2“Agile Has Crossed the Chasm,” Dr. Dobb’s Journal, July 2, 2007. 3QSMA and Cutter Consortium ROI
case study on BMC Software, 2008. Proprietary Inc. 2005
Confidential and 4 Gartner, 8
9. Making an Impact with Agile
Forrester Total Economic Impact Studies (1)
5 Companies piloting Agile methods
3 yr, Risk-adjusted ROI of 23% – 66%
Agile Methodologies Survey (2) , 131 respondents:
93% stated that productivity was better or significantly better
49% stated that costs were reduced or significantly reduced, (46%
stated that costs were unchanged)
88% stated that quality was better or significantly better
83% stated that business satisfaction was better or significantly
better
1) Forrester Consulting, 2004
2) Agile Methodologies Survey Results, Shine Technologies Pty Ltd, 2003
Confidential and Proprietary 9
10. Key Findings – All Agile Teams
Development teams
Benchmarked 26 Agile
development projects, utilizing Agile practices
against QSMA’s database of were on average:
7,500 primarily traditional
development projects across 37% faster delivering
500 organizations in 18 their software to market
countries
16% more productive
Assessed the performance of
Able to maintain normal
Agile development projects in
three key areas: defect counts despite
productivity, time-to- significant schedule
marketand quality compression
Confidential and Proprietary 10
11. 37% Faster Time to Market
• Teams increased speed
despite having large
teams and being
geographically dispersed
• Overall, Agile companies
experience an average
increase in speed of 37%
• Rally customers who
participated in the study
saw an average increase
of 50% in their time-to-
market when compared
to the industry average.
QSMA and Cutter Consortium ROI case study on Agile teams, 2008.
Confidential and Proprietary 11
12. Agile Teams - 16% Increase in Productivity
• Productivity is often the
most difficult measure for
organizations to improve
• Metrics for large, globally
distributed teams often
trend towards lower
productivity
• Overall, Agile companies
experienced 16% increase
in productivity
• Rally customers who
participated in the study
saw an average increase
of 25%
QSMA and Cutter Consortium ROI case study on Agile teams, 2008.
Confidential and Proprietary 12
13. Steady Defects Despite Speed
• Typically, “haste makes
waste”
• Despite cutting
schedules by more than
50%, defect counts for
the measured projects
remained steady
• Two Rally customers
maintained average
defect counts, and two
customers were on the
upper end of industry
averages when
compared to similar
sized projects taking
more than twice as long
to deliver.
QSMA and Cutter Consortium ROI case study on Agile teams, 2008.
Confidential and Proprietary 13
14. The Agile Paradigm Shift
Waterfall Agile
Fixed Requirements Resources Time
VALUE
driven
PLAN
driven
Estimated Resources Time Features
The plan creates Release themes and feature
cost/schedule estimates intent drive estimates
Confidential and Proprietary 14
15. Impact on Your Business
Highest priority is to satisfy the customer through early and
continuous delivery of valuable software
Deliver working software frequently, from a couple of
weeks to a month, with a preference to the shorter
timescale
Working software is the primary measure of progress
Continuous attention to technical excellence and good
design enhances agility
Simplicity - the art of maximizing the amount of work not
done - is essential
Confidential and Proprietary 15
16. Moving to Agile Development
Agile Development
Iterative & Acceptance
Waterfall Iterative Parallel
Incremental Test Driven
Freeze & Control scope Just-in-time Continuous Define by
Requirements
signoff creep elaboration definition acceptance
Project Critical path Critical drop/ 1-4 week Continuous Automated
Management through milestones time boxes flow flow
phases
Define- Define-
Multiple Highest
Development All features develop- develop-
drops priority to
Team in parallel accept by accept by
to QA acceptance
story story
“Test Acceptance Tests
QA Last phase Automated
what’s tests inside written first
Team only testing by
working”
iteration story
Confidential and Proprietary 16
17. Agile Definitions - Scrum
A software management process; not a software
engineering process
Derived in part form lean flow manufacturing principles
Extreme visibility into process and results
Lightweight process (just 3 roles)
Driven by team empowerment and team accountability
Explicit role of the Product Owner and Product Backlog
Ensures coupling to real market needs
Assume some requirements and architectural runway exists
Continuous inspection and adaptation drive organizational
change
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18. Agile Definitions - Scrum’s 3 Roles
Scrum Master
Primarily a facilitator/servant-leader, can act as team member
Teaches customer how to focus on product development to maximize
ROI and meet their objectives through Scrum
Product Owner
Owns Product Development Roadmap and Product Backlog Priority
Works with customer and other business stakeholders during Release
Planning process
Is open to negotiations that will occur
Delivery Team
Developers, testers, architects, tech writers, product owner, business
people, subject matter experts
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19. The Scrum Framework
Daily Scrum Meeting
• Done since last meeting
• Plan for today
• Obstacles? Daily
Sprint Planning Meeting
Sprint Demo and Review
• Review Product Backlog
Backlog tasks 2-4 weeks Meeting
• Estimate Sprint Backlog
expanded • Demo done items
• Commit to 2-4 weeks of work
by team • Retrospective on the Sprint
Vision
Product Backlog: Potentially Shippable
Prioritized Features Product Increment
Sprint Backlog
desired by Customer • Product Backlog Items assigned to Sprint
• Estimated by team
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20. How Do You Get Started?
Typical Rally rollout
No commitment – no waiting – no hidden costs
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21. How Do You Get Trained?
Agile Rollout
Planning
Implementing
Agile
Team
Jumpstart
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22. Why Rally for your Agile Rollout?
Rally Services
Introduce your teams to skills and tools needed to deliver your first
Agile projects in 60 days; on-site and role-based training
Rally’s expert coaches
Published authors, industry speakers, and recognized Agile
trainers with hundreds of customer engagements helping teams
adopt and scale Agile
Agile University
Launched in 2006 to provide organizations with training to create a
truly Agile organization; Over 100 faculty and dozens of public
courses throughout the U.S.
Proven success at helping companies transition to Agile
Agile Commons
Web community to help share and drive Agile best practices
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23. Rally’s Complete Agile Solution
Low-burden, flexible, easy-to-use product lifecycle
management software
Private and group process training by the most recognized
Agile coaches in the industry
Support and shared best practices at the first and largest
Agile Web 2.0 community
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24. Appendix & Backup Material
Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary
25. Tips for Success – Bottom Up Adoption
Start building your case early
Prepare industry stats and case studies (see Rally’s
“Internal Champion Toolkit”)
Find examples of Agile success throughout your
organization and present a united front
Explain to PMO and process leaders how they can win
with Agile
Use Rally resources to help you present to executives /
leadership team
Leverage the support of a happy customer
Keep in mind that everyone deals with change based on
their perceptions
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26. Tips for Success – Top Down Adoption
Don’t issue mandates, but broadcast the intent to try
something new
Help establish Agile as what the “best” teams and
developers are doing (using case studies, etc.)
Use a combination of training and coaching to promote
understanding and enthusiasm
Use Rally resources to help you build support
Keep in mind that everyone deals with change based on
their perceptions
Conspicuously celebrate successes
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27. Results of ‘Typical’ Software Projects
Success Rate of IT projects
1994 16% 53% 31%
Source: Ron Jeffries
1996 27% 33% 40%
Succeeded
1998 26% 46% 28% Challenged
Failed
2000 28% 49% 23%
Actual Usage of Successfully Delivered Features
*
2006 35% 46% 19%
Rarely
*The increase to 35% “Succeeded” was dedicated to better project 19%
management, iterative development and the emerging web Sometimes Never
infrastructure. 16% 45%
Source: Standish Group Reports Often Always
13% 7%
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28. Agile Adoption Rapidly Growing
69% of organizations have adopted Agile
practices (expected to grow to 76% within
one year)1
23% use Agile organization-wide3
77% indicated that their Agile projects
have been successful1
60% use Scrum as the primary Agile
process, particularly in larger
organizations2
64% have dev teams from 1 to 100
people; 36% had more than 100 people
on the dev team2
60% are using a dedicated Agile project
management tool2
Second wave of adoption is now
underway with enterprise IT leading4
1 - “Agile Has Crossed the Chasm,” by Scott Ambler, Dr. Dobb’s Journal, July 2, 2007; 2 – “2006 Agile Project Management
Tooling Survey,” by Trail Ridge Consulting, December 2006 ; 3 – “Agile 2006 Survey,” by Digital Focus, October 2005 ; 4 –
“Corporate IT Leads the Second WaveandAgile Adoption,” by Forrester Research, 11/30/05
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29. Choosing an Agile tool
Report project status
View staffing and
Waterfall: resource allocation Agile:
PLAN VALUE
driven Ensure releases stay on
driven
schedule
Manage multiple Agile
projects at once
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30. Track Developer
Capacity and Time
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31. Forecast Releases
and Roadmap Schedule
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