Understanding The Urge To Agility
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Understanding The Urge To Agility
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Understanding The Urge To Agility
- 1. AGILITY
- 2. Any Idea About the Success Rates in Software Projects?
- 6. FasterT2M Deliver Smart Solutions Be Flexible Deliver Quality With Lower Cost
- 10. HOW IT WORKS?
- 13. The Standish Group has stated for many years that clear goals are achieved when all the stakeholders are focused on and understand the core values of the project.We believed that goal clarity and focus were essential to a successful project. However,measuring success by both the Traditional and Modern metrics we found the opposite to be true.
- 14. Upss..Also,We Know That 35% Of Initial Scope Will Change During Development On Avg Source:Advanced Methods Inc.
- 16. Customers Don’t Know What TheyWant
- 17. Organizations, people and markets are not machines. These are complex (living) systems.
- 18. COMPLEX CHAOTICORDERED fully predictable somewhat unpredictable very unpredictable Most of the today’s business lives in here
- 19. In an unpredictable environment, people have a tendency to experiment, learn and improve the result at hand. This is our nature.
- 20. At What Phase Of a Project,You StartTo Get Most OfThe Change Requirements?
- 21. Even IfThere Is No Change In The Market, User Experience Will Probably Trigger New Desires Market Also Changes Really Fast +
- 22. Hmm Interesting, Got It. But Sorry, ‘NO CHANGE’ Accepted Till Phase 2
- 23. ByThe Way, Phase 2 Will Be Year Later
- 24. If No Change In Scope Allowed, Then I Will Ask For Anything I Can Imagine..
- 26. Ok, Lets Go Back. Why Software Guys Say NoTo Change?
- 27. Issue Is: We HaveTough Deadlines & Changes Increase Probability Of Missing It Which Is Not Acceptable
- 28. So…Catch The Deadline (if can) Probably With The Wrong Product…
- 30. There Is No Wrong Product! There Are Untrained People!
- 31. The Ultimate Summary Catch the Deadline (follow the plans) Pressure No Change On Scope! Upfront Detailed Analysis Waste Features Higher Cost May Decrease Quality Unsatisfied Users Trigger Change putmorepressure
- 32. Catch the Deadline (follow the plans) Pressure The Ultimate Root Cause
- 34. DEADLINE ?=T2M basically we do not want to be late to the market
- 35. Don’t Be Late! Start Small? >6 months <1 month
- 36. T2M Is Associated With Value Proposition, Prioritization & Frequent Delivery
- 38. PARETO RULE
- 40. OLD ECONOMY
- 41. NEW ECONOMY
- 43. SO, WHAT TO DO?
- 51. NO HEROES! WE NEED RADICAL COLLABORATION!
- 53. Project Type Characteristics Leader’s Job Chaotic High Turbulence No clear cause-‐and-‐effect Unknowables Many decisions and no time Immediate action to re-‐establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond Complex More unpredictability than predictability Emergent answers Many competing ideas Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond Complicated More predictability than unpredictability Fact-‐based management Experts work out wrinkles Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control Simple Repeating patterns and consistent events Clear cause-‐and-‐effect Well establish knowns Fact based management Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control Source:“Management Frameworks,” Harvard Business Review, October 2008 Management Style Mismatch!
- 55. Something Else?
- 56. We Need a Paradigm Shift in the Way We WorkToday
- 57. AGILE is; Flexibility, capacity and the capability of rapidly and efficiently “adapting” to “change”
- 58. AGILE IS ATHOUGT SYSTEM
- 59. Responding to change AGILE IS ATHOUGT SYSTEM
- 60. Working as a team, focusing on customer, delivering value and continuously improving AGILE IS ATHOUGT SYSTEM
- 61. Building a team based workplace environment to allow people to achieve their maximum potential AGILE IS ATHOUGT SYSTEM
- 63. ITERATIVE & INCREMENTAL APPROACH
- 64. What About The Progress? How Much Already DONE?
- 65. What AboutThe Progress? How Much Already DONE? Most of the documentation, none of the actual product May be more than 20-30% of the actual product is working
- 70. Communication level in your team Decision making structure Accountability level Frequency of customer involvement Speed of handling change requests Working output delivery frequency Testing process Analysis process Authentication policies Progress transparency Learning & improvement culture Face to face, open, frequent Mostly written, not frequent Collaborative, as a team Top down, one man show Personal responsibilityCommitment as a team Frequently At the beginning & end At most in few weeks Takes more than 2 months At most in few weeks Takes more than 2 months Continuously throughout the project As a whole at the end Detailed upfrontOngoing Self organizing & correcting Bureaucratic Measured and visible Sensational progress tracking Frequently improving things Status quo is the habit ScoreYourself 15 NOTYET AGILEAGILE
- 73. Scrum is a framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value. It is the most preferential and mostly used management tool among all Agile methodologies.
- 75. ROLES IN SCRUM Product Owner Scrum Master Development Team • Optimizes the value of the Product • Creates and maintains the Product Backlog • Chooses what and when to release • Represents stakeholders and customers to the DevelopmentTeam • Creates the product Increment • Operates in a series of Sprints • Organizes itself and its work • Collaborates with Product Owner to optimize value • Enacts Scrum values, practices, and rules throughout the organization • Ensures the ScrumTeam is functional and productive • Provides guidance and support for the ScrumTeam Reference: Scrum.org
- 76. ARTIFACTS IN SCRUM All Product Backlog items selected for a Sprint + A plan by the DevelopmentTeam to deliver them • An ordered list of desirements • Potential features of the product • The single source of truth for what is planned in the product PRODUCT BACKLOG SPRINT BACKLOG Reference: Scrum.org
- 77. EVENTS IN SCRUM Reference: Scrum.org daily time-boxed event of 15 minutes, or less, for the DevelopmentTeam to re-plan the next day of development work during a Sprint time-boxed event of 1 day, or less, to start a Sprint. It serves for the ScrumTeam to inspect the work from the Product Backlog that’s most valuable to be done next and design that work into Sprint backlog time-boxed event of 4 hours, or less, to conclude the development work of a Sprint. It serves for the ScrumTeam and the stakeholders to inspect the Increment of product resulting from the Sprint time-boxed event of 3 hours, or less, to end a Sprint. It serves for the ScrumTeam to inspect the past Sprint and plan for improvements to be enacted during the next Sprint PLANNING MEETING DAILY SCRUM SPRINT REVIEW SPRINT RETROSPECTIVE
- 79. It is a Multi Level Transformation
- 80. What Would Get a Pea- Hater KidTo Eat Peas ?
- 81. Tell him to eat peas as a parental authority ? Reward him with ice cream if he did eat Eat peas as a good role model Explain the reasons why eating peas is good for him www.acm-‐software.com
- 82. Birch* Found One ThingThat Worked Predictably: Peer Pressure We tend to conform to the behavior of people around us * Researcher, Leann Lipps Birch, University of Illinois
- 83. Just Start Small, Others Will Follow