Hello agile

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  • Agile is a holistic approach to implementing synergistic practices. It’s like an iceberg; very little is visible on the surface and there’s a giant world below the surface.
  • Highlight lean concepts in talking, “push decision making to lowest level”, timeboxing, etc.Scrum isn’t enough by itself. Adopting fundamental Agile values and principles is another big factor to avoid the 75% failure rate, following the practices alone without adopting the values will inhibit innovation and productivity when the practices aren’t enough.
  • We are going to help you with “how close to the ideal shall we be today?”
  • Agile is a holistic approach to implementing synergistic practices. It’s like an iceberg; very little is visible on the surface and there’s a giant world below the surface.
  • Agile is a holistic approach to implementing synergistic practices. It’s like an iceberg; very little is visible on the surface and there’s a giant world below the surface.
  • Pathologies are, ostensibly, present at a few different levels. Corporate policies, e.g. multiple projects or personnel rotation programs. Or a success story of adopting new practices like Six Sigma, etc. Agile them becomes the flavor of the month Strong identity, e.g. we are a metrics driven companyHomework in Iteration Planning – Iteration planning is an activity and not an event Behaviors that block acceptance (e.g. perfectionist)Neuro-linguistic tendencies (e.g. generalizations, etc.) Instant Agile Burden of Behaviors Cult of Culture Focus on projects as opposed to product
  • Corporate policies, e.g. multiple projects or personnel rotation programs. Or a success story of adopting new practices like Six Sigma, etc. Agile becomes the flavor of the month Strong identity, e.g. we are a metrics driven company “Misguided” Command andControl (In nobody we trust) Homework in Iteration Planning – Iteration planning is an activity and not an event Behaviors that block acceptance (e.g. perfectionist)Neuro-linguistic tendencies (e.g. generalizations, lack of behavior driven language, lack of clarity and uniformity. They cause divergence in interpretation of requirements. “Can we the developers get direct access to Business?” The motivation behind the question is to be able to get clear answers.) Burden of Behaviors Cult of Culture Band-Aid on Broken Bones Hydra head leadership Struggle with new metrics (Dev Complete vs. QA Complete, Hours under the guise of points, Points to $$ mapping) Don’t design for Agility
  • Heroism of leadership is misperceived in instant action, stop gap measures. We reward instant action but don’t know how to value strategic change. We use the word ‘strategy’ extremely loosely. Majority of the ‘strategic’ moves are ‘tactical’.
  • Memorize – Daily Standup Understand – Important to keep track of the progress of the team Reflect – Analyze the feedback. Understand participants’ judgments, pain, fears, discomforts, etc. Question – Why do we have to do it everyday? Why do ‘I’ have to be there? What value are we deriving out of a ‘daily’ standup? What is it doing to us as a team and individuals? e.g. How can we make a set of documents irrelevant? We have to follow this big corporate process, but how can we expend the least amount of energy and time on it?
  • Hello agile

    1. 1. www.AgileMontage.com
    2. 2. Frequent and small Releases Continuous Integration Customer Involvement Refactoring Simple Design TDD Automated Testing Empowered Teams Collective Ownership Minimal Documentation Adaptive Planning Methods
    3. 3. Planners and PMOs Cowboys, Heroes Agile is the middle road • Just enough process • Iterative Incremental development • Continuous reflection and improvement • “Whole team” approach • Distributed, direct decision making • Agile Triangle not the Iron Triangle • Empirical, not Predictive
    4. 4. • Customer, Early and Continuous Delivery • Changing requirements • Frequent Delivery of Working Software • Daily interaction of Business and Developers • Face to face conversation • Sustainable Development Pace • Maximize Simplicity and Work Not Done • Self-Organizing teams and Benevolent Dictatorship • Adaptive teams
    5. 5. Rules Principles
    6. 6. Project Management Iterations Daily Standup Review, Plan, Retrospect Scrum Master, Product Owner, Team Delivery oriented metrics Planning Game Simplicity Collaboration Responsiveness Courage Delivery Focus Commitment Pair Programming Continuous Integration Test Driven Development Automated Testing Refactoring Communication Openness Feedback Business Value Priority User Stories Acceptance Criteria Product Backlog Relative Estimation Respect Engineering Requirements Management
    7. 7. Bit at a time but calls for a fully formed idea 1 2 http://agileproductdesign.com/downloads/patton_iterating_and_incrementing.ppt 3
    8. 8. Builds a rough version, validates it, then slowly builds up quality 1 2 http://agileproductdesign.com/downloads/patton_iterating_and_incrementing.ppt 3
    9. 9. Scrum embodies a well defined set of: • • • • Roles Activities Operating Mechanisms Lightweight Governance Structures Scrum is a stable base to change from • Creates a team oriented delivery focus • Increases operational visibility so the impact of further changes can be more quickly assessed • Sets an orderly project / program heartbeat lending a steady and reliable cadence to even radically changing environments • Minimizes risk
    10. 10. Allows Frequent and small Releases Enables Produces Continuous Integration Customer Involvement Refactoring Simple Design Triggers Allows Requires Enables TDD Enables Empowered Teams Automated Testing Collective Ownership Allows Allows Minimal Documentation Adaptive Planning Methods Requires
    11. 11. On the Surface Minimal Documentation Planning Game Customer Tests Frequent and Small Releases In the Middle Collective Ownership Coding Standards Continuous Integration Sustainable Pace Adaptive Planning Deep Down TDD Pair Programming Refactoring Simple Design
    12. 12. ORGANIZATION Strengths that sometimes become their weaknesses MANAGEMENT Lack of courage it often demonstrates TEAM Struggles they constantly have but do very little about INDIVIDUAL Problems people often don’t know of and ignore
    13. 13. ORGANIZATION • Strong identity • Behavior Driven Values • Corporate Policies • Instant Agile MANAGEMENT • Lack of Team Design • Cherry-Pick Agile • “Emperor Has No Clothes” • Squirrel Agile • Command and Control • Struggle with New Metrics TEAM • Extending Iterations • Increase Iteration Length • Regular Hangovers • Issues repeat in Retrospectives • Incorrect Accounting of Velocity • Homework in Iteration Planning INDIVIDUAL • Broken Window Syndrome • Uninterested in ‘Why’ • Estimation in Time Units • Behaviors that Block Acceptance • Neuro-linguistic Tendencies • Lone Wolf Syndrome
    14. 14. We are rewarded (conditioned) to focus on solutions. Risk: Non-reflective mode of thinking. Agile playbooks / cookbooks. P R O B L E M SOLUTION Experts live in the problem space. 5 Why’s, A3 reports, etc. P R O B L E M
    15. 15. Chasm of Curiosity. Memorize Understand Preconventional Agility Agile Stroll Reflect Question Postconventional Agility Agile Transformation
    16. 16. Best Way or Best People?
    17. 17. • • • • Strong Opinions Sense of Wonder Good Readers/Listeners Active in Community
    18. 18. www.AgileMontage.com

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