AGILE RECALL. for passionnates and newbies

Transcription

1 AGILE RECALL for passionnates and newbies

2 My name is Martin Goyette Lean and Agile counselor

3 What is Agile?

4 Values Four values, right side doesn t go away Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Ref.

5 Principles Twelve principles, here s a peek 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. Build projects around motivated individuals. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams.

6 Why Agile?

7 Communication

8 ROI Value Ref. Chaos Manifesto 2011, The Standish Group

9 ROI Value Ref. Chaos Manifesto 2011, The Standish Group

10 ROI Value Ref. Chaos Manifesto 2011, The Standish Group

11 More Ref. VersionOne - Benefits of Agile - State of Agile Survey 2010

12 What is Scrum?

13 Small and simple Ref. Scrum.org

14 Light Ref. CodeCentric

15 Adaptative

16 Some key notions Framework / Tool Delivery Business Value Working solution Inspected frequently Potential release Business involvment Sets priorities Gives feedback Accountable of ROI Empirical Inspect & Adapt Transparency Team involvment Self-organized Cross-functional Not a silver bullet Doesn t provide the answers No better solutions

17 In other words

18 The iron triangle Tradition Estimated Time Cost Plan Driven Fixed Scope

19 The iron triangle Estimated Agile Scope Vision/Value Driven Fixed Time Cost

20 The promise Deliver the best solution at any budget and/or time; best regarding the return on investment, the usage, the quality and, therefore, the customer satisfaction

21 Metrics Plan driven Budget Schedule Scope Bugs Change requests Decisions Risks Ressource allocation ROI Value driven Fixed Splitted Estimated with velocity Impact on velocity Implicit Documented Confronted Constant Maximized

22 Close to Certainty Far from Certainty Requirements Candidates Far from Agreement Complex Anarchy Close to Agreement Simple Technology Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

23 Complexity in IT Ref. Advanced Development Methods

24 IT industry Complex Candidate Applicable to any domain Abstract science and profession Research & Development Cutting edge technologies Constant maintenance / evolution Need to do more with less Driven by innovation and creativity Elimination of complexity

25 Impacts

26 Roles Business Direction Project Management Office Project Manager Client SMEs & End Users Stakeholders HR & Marketing Outsourcing Development Business Analyst Functional Analyst UX & Design Architect Developper Quality Assurance Build Master System Administrator Maintenance

27 Activities

28 Artefacts

29 Order of magnitude

30 Framework

31 Emotions

32 It is a transition Ref. Managing Transitions, William Bridges

33 Where to start?

34 People

35 Early adopters

36 Coaching Multiple step process over multiple years Assessment (%prob) Transition management (change) Trainings (top/down) Pilots and Projects (maturity) Engineering practices (tdd) Project Management Office Project Portfolio Organization culture

37 Where to stop? Every business (transition) is different Industry Vision Culture Hierarchy Processes Constraints People

38 Thank you! Agile Montreal Conférences Mensuelles Agile Tour Montréal 2013 #atmtl LinkedIn: Agile Montréal