Introduction to Agile by David Draper
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An introduction to the basic principles of Agile methodologies, explaining the reasons organisations adopt the approach. Highlights ways in which in doing so can help deliver business value early and often.
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Introduction to Agile by David Draper
- 1. AGILE: WHAT AND WHY? DAVID DRAPER, AGILE COACH AND SENIOR CONSULTANT
- 2. GLOBAL MUSCLE – LOCAL BRAINS UK // Global €10M // €110M 70 // 1100 EMPLOYEES 2 // 15 OFFICES 1 // 8 COUNTRIES
- 3. We’re a digital consultancy providing strategic solutions with technical power & creative edge
- 4. VALTECH: AGILE SERVICES AGILE TRANSFORMATION SERVICES AGILE COACHING, MENTORING AND SEEDING AGILE TRAINING AGILE ACADEMY ENGINEERING TOOLSMITHS AGILE PROJECT MANAGEMENT AGILE SOFTWARE DEVELOPMENT PROVIDE FLEXIBLE ENGAGEMENT AND COMMERCIAL MODEL
- 5. OUR DIFFERENTIATORS PRAGMATIC APPROACH TO AGILE FLEXIBLE COMMERCIAL MODELS
- 6. WHY ?
- 7. BUSINESSES ADOPT AGILE TO … WHAT WAS THE MOST IMPORTANT REASON FOR ADOPTING AGILE WITHIN YOUR TEAM OR ORGANISATION? ACCELERATE TIME TO MARKET - 22% ENHANCE ABILITY TO MANAGE CHANGING REQUIREMENTS - 21% INCREASE PRODUCTIVITY - 12% ENHANCE SOFTWARE QUALITY 10% ALSO: ALIGNMENT BETWEEN BUSINESS AND IT, PROJECT VISIBILITY, RISK MANAGEMENT, SIMPLIFIED PROCESS, INCREASED ENGINEERING DISCIPLINE, REDUCE COST, ENHANCE MAINTAINABILITY, IMPROVE TEAM MORALE
- 8. STATE OF AGILE DEVELOPMENT SURVEY AUGUST 2008 State of Agile Development Survey August 2008 Q. What Value have you actually realised from implementing Agile Practices? Improved Significantly Improved Improved Project Visibility 41.8 % 41.5 % Increased Productivity 50.5 % 23.6 % Enhance Software Quality 44.3 % 24.0 % Reduce Cost 30.4 % 7.6 % Simplify Development Process 48.1 % 19.5 % Improve/Increase Engineering Discipline 42.0 % 17.8 % Improved Team Morale 44.1 % 29.8 % Enhance Ability to Manage changing Priorities 42.1 % 50.5 % Accelerate Time to Market 41.3 % 23.6 % Reduce Risk 48.0 % 16.6 % Manage Distributed Teams 22.1 % 6.9 % Improve Alignment Between IT and Business 38.8 % 27.5 % Enhance Software Maintainability/Extensibility 39.3 % 16.6 %
- 9. WHAT ?
- 10. WHAT? http://www.agilemanifesto.org/
- 11. AGILE WAS A REACTION TO … HEAVYWEIGHT SOFTWARE DEVELOPMENT PROCESSES HIGH COST OF FAILURE LOW TRUST PROJECT SUCCESS PERCEIVED TO DEPEND ON DEFINED PROCESSES EARLY COMPREHENSIVE, FIXED SPECIFICATION PROGRESS ESTABLISHED THROUGH CREATION OF ARTEFACTS PUNITIVE CHANGE MANAGEMENT REQUIREMENTS PERISHABLE
- 12. MYTHS NO UPFRONT PLANNING INCREMENTAL APPROACH SPREADS PLANNING THROUGHOUT THE PROJECT. NO DOCUMENTATION ONLY USABLE AND VALUABLE DOCUMENTATION PRODUCED. LOSS OF MANAGEMENT PROJECT STATUS MEASURED ON WORKING, TESTED SOFTWARE CONTROL PROVIDES FULL VISIBILITY. LACK OF PREDICTABILITY REPLACE SPECULATIVE PLANS WITH FEATURE-DRIVEN SHORT AND LONG TERM PLANNING. LACK OF ENGINEERING THE CONTINUOUS DELIVERY OF RUNNING, TESTED SOFTWARE EVERY DISCIPLINE FEW WEEKS REQUIRES ULTIMATE DISCIPLINE. INABILITY TO SCALE LARGE PROJECTS BROKEN DOWN INTO CO-ORDINATED SMALLER PROJECTS REDUCES RISK.
- 13. AM I AGILE? CONTRACTS COMMAND AND CONTROL DISTRIBUTED TEAMS PREDICTIVE CONTINUUM COLLABORATION SERVANT LEADERSHIP COLLOCATED TEAM ADAPTIVE
- 14. PROJECT LANDSCAPE BUSINESS AGILITY AGILE PROJECT MANAGEMENT AGILE SOFTWARE ENGINEERING
- 15. WHAT DOES AN AGILE PROCESS LOOK LIKE? INDUSTRY BEST-PRACTICE?
- 16. PLAN DO CHECK ADAPT DO PLAN CHECK ADAPT
- 17. SCRUM A LIGHT-WEIGHT FRAMEWORK FOR PRODUCT DEVELOPMENT EXTREMELY SIMPLE AND VERY HARD DAILY STANDUP MEETING SPRINT (“DAILY SCRUM”) PRODUCT PLANNING OWNER MEETING SPRINT DEMO PRODUCT AND REVIEW BACKLOG WORKDAY MEETING ONE DAY SPRINT BACKLOG SPRINT 14-30 DAYS SCRUM Master WORKING SOFTWARE OTHER DELIVERABLES
- 18. EXTREME PROGRAMMING VALUES: WHOLE TEAM FEEDBACK COMMUNICATION SIMPLICITY COURAGE COLLECTIVE CODING RESPECT OWNERSHIP TEST-DRIVEN STANDARD DEVELOPMENT PLANNING CUSTOMER PAIR REFACTURING PROGRAMMING GAME TESTS SUSTAINABLE CONTINUOUS SIMPLE PLACE INTEGRATION DESIGN METAPHOR SMALL RELEASES www.XProgramming.com
- 19. LEAN SOFTWARE DEVELOPMENT FOCUS ON VALUE FOCUS ON FLOW (INVENTORY, WIP) INVENTORY IS A LIABILITY ELIMINATE WASTE PROJECT ALPHA – CUMULATIVE FLOW KAIZEN CONTINUOUS IMPROVEMENT PULL LIMIT WORK IN PROGRESS BALANCE DEMAND AND THROUGHPUT
- 20. IMPEDIMENTS TO AGILE DEDICATED TEAM COMMITMENT IS DIFFICULT IN A CULTURE OF INTERRUPTIONS CO-LOCATED TEAMS DISTRIBUTION IS A MAJOR IMPEDIMENT CROSS FUNCTIONAL TEAM WHAT DOES COMPLETE MEAN FOR THE TEAM? WHAT ARE WE DEMONSTRATING? THE TEAM MUST BE ABLE TO COMPLETE A FEATURE WITHOUT OUTSIDE HELP MANAGEMENT SPONSORSHIP TO PROTECT AND SUPPORT THE TEAM TO RESOLVE IMPEDIMENTS
- 21. ENABLERS
- 22. ORGANISATIONAL CHANGE THE GREATEST LEADER IS A SERVANT. DON’T BE A BOSS. BE A REAL LEADER ... SERVANT LEADERSHIP OVER COMMAND AND CONTROL
- 24. HELPFUL ENGINEERING PRACTICES TEST FIRST DEVELOPMENT REFACTORING / EVOLUTIONARY DESIGN CONTINUOUS INTEGRATION PAIR PROGRAMMING RETROSPECTIVES RELATIVE ESTIMATION
- 25. RETROSPECTIVE QUESTIONS WHAT WENT WELL? WHAT HAVE WE LEARNT? WHAT WOULD WE LIKE TO DO DIFFERENTLY? WHAT STILL PUZZLES US? ACTIONS WHAT ACTIONS CAN WE TAKE FORWARD IMMEDIATELY? WHAT LARGER ACTIONS SHOULD BE NEGOTIATED? WHAT ISSUES NEED TAKING BACK TO THE ORGANISATION?
- 26. DONENESS DEFINE DONE EARLY REVIEW DONE-NESS OFTEN
- 27. BEWARE OF TECHNICAL DEBT USE THIS TERM AND ENSURE THAT PROJECT SPONSORS UNDERSTAND CONSIDER WHO OWNS TECHNICAL DEBT THIS IS AN ATTRIBUTE OF THE SYSTEM MANAGED DEBT IN TERMS OF COST OF OWNERSHIP RISK COST OF REMOVAL BENEFIT OF REMOVAL (RELATED TO RISK AND OPPORTUNITY)