Let s Talk About Being Agile

Transcription

1 Let s Talk About Being Agile Using Agile & Scrum For Project Success 27 August 2018

2 Agile & Scum 2

3 Certified Scrum Master Dec

4 Agile Contributors Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brain Marick Robert C Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas 4

5 Original Agile Manifesto Individuals & Interactions Processes & Tools Customer Collaboration Contract Negotiation Working Software Comprehensive Documentation Responding To Change Following A Plan 5

6 Where Agile Came From 6

7 Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity - the art of maximizing the amount of work not done - is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. 7

8 How many software developers do we have here today? 8

9 Agile Non-Software Environment Early and continuous delivery of valuable product Welcome changing requirements even late in development Deliver working product frequently Business people & developers / builders working together daily Build around motivated individuals & trust them to get the job done The most effective method of conveying information is face to face Working products is the primary measure of progress Sustainable development: maintain a constant pace indefinitely Continuous attention to excellence Simplicity: maximise the amount of work not done Teams selforganise Teams reflect on what they are doing & adjust behaviour

10 If Not Agile What Then? 10

11 Waterfall Process 11

12 The Problems with Waterfall Progress measures by % completed, not deliverables Testing and quality are left to the end Late integration Insufficient testing during development Business Engagement is high at the start of the project but then tapers off Requirement specifications are an abstraction and can be interpreted differently Doesn t handle change very well Whole Project planned up front 12

13 Waterfall & Agile 13

14 12 Key Reasons Companies are Adopting Agile 1. Faster time to market 2. Early Return on Investment 3. Feedback from real customers 4. Build the right products 5. Early risk reduction 6. Better quality 7. Culture and morale 8. Efficiency 9. Customer Satisfaction 10. Alignment (business & customers) 11. Emergent outcomes 12. Predictability CIO Magazine 14

15 Agile Project Management 15

16 Agile Project Management Not Plan based approaches using traditional skills Early detailed planning Early requirements understanding and stability Focused on project monitoring against the plan 16

17 Agile Project Management Is Seeing waste & managing it Continuous feedback Iteration leadership & management Options thinking Last responsible moment decision making Cost awareness Self determination & team empowerment Motivation & leadership Technical expertise 17

18 Being an Agile Leader 1 Do I clarify the strategic direction? 2 Do I strive for participation? 3 Do I clarify expectations? 4 Do I resolve conflicts? 18

19 Agile Teams An Agile team is a cross functional group of people that have everything, and everyone, necessary to produce a working, tested increment of a product. From silos, Lack of Communication, Multiple hand-offs TO Cross Functional Roles, High Collaboration, Results Oriented 19

20 Agile Team Roles Product Owner Scrum Master Team Members Often executive or key stakeholder Directs the ship Vision for end product How product will fit into company s goals Has the final word on changes Akin to & usually is the Project Manager Guardian of process, deadlines, givers of feedback, mentors to team A player-coach Varied roles and unique skills (cross-functional) - specialists Responsible for getting stuff done on time and in excellence Accept assignments, work independently and collaboratively, consult with each other 20

21 Sprints Breaking Things Down Break large tasks up into smaller, more manageable ones Prioritise tasks and work on the most important ones first Deliver the smallest, most valuable items as soon as possible Get feedback and adjust your plans as needed 21

22 The Big Picture Release Planning Inception Build/Release Cycle 1 Deliver Build/Release Cycle 2 Deliver Project Closure Test Require ments Analysis Test Require ments Analysis Test Require ments Analysis Return on Investment Return on Investment Build Design Build Design Build Design Sprints 1 to n Require ments Require ments Require ments Test Analysis Test Analysis Test Analysis Build Design Build Design Build Design Sprints 1 to n 22

23 Sprint Cycles 23

24 What is SCRUM? 24

25 Tool Box Meeting 25

26 Scrum 26

27 SCRUM 27

28 Principles of Scrum Delivery Excellence is our standard Be truthful and provide leadership, guidance, and support in order to succeed Monitor progress through transparent reporting on all project metrics Remain cognisant of project deliverables by highlighting risks and issues early Our people & our business Maintain a clear path of communication through appropriate channels for all resources Instil practices and process which facilitate fast responses from dependency resources Maintain a clearly defined list of decision makers Innovation is our product Endeavour to gain the necessary knowledge to create a product with reduced support costs post go live (delivery) Challenge short term technical solutions against long term life span of the project Empower teams to refine delivery processes and tools to provide a better outcome 28

29 Scrum Board 29

30 Electronic Scrum Board 30

31 Electronic Scrum Board 31

32 Executive Scrum Board New Zealand Post Group 32

33 10 Benefits of Agile 1 Incorrect approaches are quickly identified 6 The environment is more appealing 2 Decision are made quicker 7 The product is of higher quality 3 Collaboration results in many benefits 8 The business is more satisfied 4 Change is recognised as inevitable and is embraced 9 Technical documentation takes less time and is correct 5 The final product contains the most useful features 10 Maintenance & handover to BAU is easier 33

34 Why Being Agile is Important Work on the most important work first. Embrace and manage change to be innovative and competitive while minimizing unproductive churn. Focus on communicating directly with human beings. Be able to demonstrate working product or tangible services to stakeholders and customers, rather than just talking about what will be done. 34

35 35

36 Sources 36

37 Alistair Cockburn www. alistair.cockburn.us Sources Mike Cohn 37

38 Thank You Steve Owens 38