Presented by Only Agile What is Agile?
Myths We re Agile we don t do documentation There is no planning in Agile its just anarchy We can t give you a date we re using Agile Agile means I can change my mind whenever I want Change Chaos Agile is just a development process Agile teams don t work hard the just play foosball Agile will fix all my problems it s a silver bullet 2
What is Agile? Agile is an idea supported by a set of values and principles. Agile defines a target culture for successful delivery of product. Steve Denning Practices Principles Values 6
Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 7
Agile Principles 1) Early, continuous delivery 2) Welcome changing requirements 3) Deliver working software frequently 4) Business people and developers working together daily 5) Build projects around motivated individuals 6) Face-to-face conversation is the best form of communication 7) Working software is the principle measure of progress 8) Agile processes promote a sustainable pace 9) Continuous attention to technical excellence & good design enhances agility 10) Simplicity 11) Self-organizing teams 12) The team reflects regularly on how to become more effective, then tunes and adjusts and adapts its behavior accordingly 8
Constraints Traditional Agile Fixed Features Time Budget Plan Driven Value/Vision Driven Variable Time Budget Features 9
Value Minimize Risk and Realize Value Agile delivers value incrementally while reducing the risk of failure over time. x x x x x x x Time 10
Teams Resource Optimization Multiple projects Multiple projects, rolled off some Assigned but not many tasks yet Time-to-market Optimization Define Build Define Build Define Build Test Test Test 11
Methodologies 3% 3% 2% 2% 2% 2% 1% 1% 1% Scrum Scrum/XP Hybrid Custom Hybrid Don't Know Kanban 8% Scrumban Feature-Driven Development 52% Extreme Programming XP 9% Lean Other Agile Unified Process (AgileUP) Agile Modeling 14% Dynamic Systems Devlelopment Method (DSDM) VersionOne State of Agile Survey 12
Scrum A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is: Lightweight Simple to understand Extremely difficult to master The framework consists of the Scrum Team, their roles, events (ceremonies), artifacts and rules. 13
Team Roles Single wring-able neck Communicates the product vision and release goals Empowered to make decisions for the business Continuously grooms and prioritizes the backlog Accepts or rejects work results Process Champion Facilitates Scrum Events Ensures that the team is fully functional and productive Removes Barriers Cross-Functional Self-Organizing Accountable as a team to complete the work Tasks work, estimates work, demonstrates work to stakeholders 14
TIP: Teams Colocated (as best possible) Small (3-9 people) Self-organizing Cross-functional Clear mission and Product Owner Empowered to deliver Direct contact with users and stakeholders Focused no multitasking Transparent 15
Scrum at a Glance Product Vision & Roadmap Daily Standup Sprint Execution Release 24 hours 1-4 Weeks Product Backlog Release Plan Sprint Backlog Review Retrospective Potentially Shippable Increment 16
Continuous Planning Vision Roadmap Release Sprint Big Picture As necessary by Product Owner/Stakeholders Ties Vision to Approach Every release by Product Owner View of Horizon Every release by Product Owner and Team Near-term Plan At the start of each sprint by Team Daily Inspect and Adapt Daily by Team 17
Barriers to Adoption Ability to change organizational culture 52% Availability of personnel with right skills General resistance to change 40% 39% Management support Project complexity Confidence in ability to scale Customer collaboration 34% 30% 27% 26% Perceived time to transition Budget constraints None 14% 14% 12% VersionOne State of Agile Survey 18
Agile Adoption vs. Transformation We need to untangle two words that sometimes can be used interchangeably Agile Adoption is about what you do... practices, tools, techniques, ceremonies, and habits Agile Transformation is about who you are... reflected in both the structure of the organization and who you are as people Long term results require both adoption and transformation to be successful 19
Agile Adoption vs. Transformation We need to clearly articulate the three major focus areas that must be addressed interdependently Organizational Structure is about how you create teams and how you organize them Agile Practice is about the methods and tools you choose to introduce People and Culture is about changing hearts and minds of the individuals in the organization All three aspects are essential to sustain agility 20
The Price of Agile Infrastructure investments Release automation, test automation, etc. Reorganization New roles, cross-functional teams, etc. New skills Vertical story slicing, retrospectives, agile architecture, etc. New habits Frequent customer interaction, frequent releases, less specialization Transparency Problems and uncertainty are painfully visible rather than hidden 21
Agile is a Direction, Not a Place 1. Make Real Teams Small, cross-functional, self-organizing, colocated 2. Deliver Often Internally every 4 weeks at most Externally every quarter at most 3. Involve Users Direct and fast feedback between the team and the users The important thing is not your process. The important thing is your process for improving your process Henrik Kniberg 22
Wrap-Up Only Agile Email: rschilling@onlyagile.com URL: www.onlyagile.com LinkedIn: www.linkedin.com/in/royschilling 23