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Agile marries itil
1. We help you become more effective and efficient, including having more fun at work
Operations and Development in the best
of worlds
How Agile can support ITIL
”To deliver what you’re told may be a good thing,
but to deliver what is needed is better.”
2. mPeira
• We help you become more effective and efficient,
including having more fun at work
• To do this we
– focus on the practically usable
• Through
– training, consultancy, resourcing
• Our delivery is really about:
– a measureable effect (a goal fulfilled)
• Our tools are
– Practical knowledge of industry best practice
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3. Terms and acronyms we work with …
CMMI testing XP MoSCoW
Agile Lean ITIL
requirements management
business benefit
PMI PMP
process business case
KPI EA ROI efficiency release
architecture
ISO 20 000
UML
modelling
SOA
workshop
automisation
GAP XML
user stories
IT management
SCRUM application management
and more … DSDM/Atern
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4. Current deliverables
• Book
• Conference talks
• The agile enterprise
• Agile certification
• Scrum, Lean and much more Agile
• ITIL training
• Consulting, coaching
Follow us on twitter:
twitter.com/pmskoogh
Check our agile blog out at: twitter.com/mats_roland
www.magile.org/pmblog
Writing books and sharing our Scrum-agile experience:
www.magile.org
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5. A possible problem
Bye, Bye! It’s not working!
Development Product Operations
Project
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8. The need for agility
Current status (??) Challenges - STANDISH 1994
• Projects do not deliver on time 1. Lack of User Input 12.8%
• Customers change their minds 2. Incomplete requirements 12.3%
• Increasing complexity 3. Changing Requirements 11.8%
• More and more projects are done for 4. Lack of Executive Support 7.5%
the first time 5. Technology Incompetence 7.0%
• Cost overruns 6. Lack of Resources 6.4%
• Simple things seem to take too long 7. Unrealistic Expectations 5.9%
• ... but .... 8. Unclear Objectives 5.3%
• sometimes for some projects it seems 9. Unrealistic Time Frames 4.3%
to work very well 10. New Technology 3.7%
Other 23.0%
About communication & requirements
Agile addresses > 70 %
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9. Skill
The financial problem …
Our ability to
change Agile Our understanding
requirements of requirements
Automisation &
set-based design help us
decide as late as possible
Which line changes – and how - when we introduce agility? Time
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10. Agile core values
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
Kent Beck James Grenning Robert C. Martin
Mike Beedle Jim Highsmith Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockburn Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick
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11. The power of prototyping, it’s nothing new
• Deliver the highest
value early on.
• But do not neglect
the bigger picture.
• Design can emerge
while still delivering
value to your
customer.
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The idea of this slide comes from Tobias Mayer, certified scrum trainer at Agile thinking
12. Principle: Empowerment
• The team is empowered to make
decisions
• The best architectures, requirements, and
designs emerge from self-organizing
teams
• Agile best practices
– The team NEVER waits for decisions
– The customers & users involved have FULL
authority to make decisions on behalf of the
business (NOW)
– The team informs the steering group which
decisions have been made rather than asking for
decisions (within a pre-defined scope)
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13. Anti-thesis
What we do not:
• Write detailed specifications early
• Produce detailed plans that cover a long time period
• Perform product test & verification afterwards
• Ask for permission
• Produce and send documents to people and expect
that to be communication
• Sit in different cubicles in different buildings
• Do stuff tomorrow or next week
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14. References
• www.agilemanifesto.org - Values and principles
• www.agilealliance.org - Agile Alliance
• www.dsdm.org - Atern
• www.extremeprogramming.org - XP
• www.jimhighsmith.com - Agile Project Management
• alistair.cockburn.us - Crystal
• www.controlchaos.com - Scrum
• www.poppendieck.com - Lean Software Development
• www.leanconstruction.org - Lean design
• www.santafe.edu - Complex Adaptive
• theagileexecutive.com - Agile roll out
• www.agilejournal.com - Agile community
• agilecookbook.com - Agile wiki
• www.scrumalliance.org - Scrum home page
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16. How – two work streams
Real processes
Process
Mgr
Coach
Measure Insert Capture learning Provide
process updates
Coach
Process project
Project
Mgr
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17. What ITIL can get from Agile done right
• Testability in minutes
– due to automatic builds.
• Automatic regression tests,
– due to automatic tests created already during development.
• Installation in zero time
– due to automatic installation.
• Emergency patches without risk
– due to automatic build + installation + test + installation
• Reduced risks in change projects
– due to agile principles, values and tools
• Better service solutions
– due to strong multi disciplinary involvement.
• Much higher quality of service and process
– due to the great continuous improvement focus
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18. What you need to do
• Development must do agile right, no cheating!
– discipline
– automation
– real customer involvement
• Operations must participate in development
• Operations must be fast and allow frequent changes to operations
• Operations must focus on automating and stop bureaucratic
procedures
• Status accounting need to include development
• CM must be a core development skill
• and … most important …
• stop “the them and us” attitude … we are ONE team !
– Operations, development, business and whatever …
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19. mPeira summary advice
• Process change is a fuzzy business
– All details cannot be defined up front - a step-wise Agile
implementation process is necessary.
• Process owner and process manager
– Both roles are important - make sure they are both there.
• Secure time and resources
– The pay-off of a good process is great - but it does not come for free.
• Use projects
– Implement the process through a project using a project manager
who uses an Agile model.
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Vi är bland dem som har hållt på längst i Sverige med Agile.Ett tusen-tal personer utbildade i ITIL sedan starten 2004.
Problembilden:Vi ibland svårt att skilja på projekt och produkt.Itil kan inte projekt, Itil har valt bort projekt medvetet och kan inte användas för projekt. Kommer från England och där använder man Prince2Itil och utvecklingsavdelning har inte samma bild av hur produkten skall hanteras i drift. Ganska tydliga gränser.Exempel på där de pratar med varandra är ärendehanteringen, där man hanterar förändringar och fel.Men det kanske kärvar en del i förståelsen och det kan finnas revirtänk och rädsla för annorlunda arbetssätt.
Två världar som möts; utvecklingsavdelning och drift & förvaltning.Dessa har olika fokus och värderingar som beror på en rad saker; vilka krav som ställs, problem som kan uppstå och naturligtvis från den kultur och tradition man har med sig. Agile ITIL? For many, that sounds utterly oxymoronic—like "jumbo shrimp" or "unbiased opinion." Agile: Lean, automated, adaptive. ITIL: Lumbering, bureaucratic and rigid. These are mutually contradictory, nonsensically combined concepts. More oil and water than peanut butter and chocolate. Right? ITIL is about control, compliance and predictability. It's about uptime and stability. Agile? It's about speed and change—the mortal enemies of uptime and stability. So, what happens when Agile meets ITIL? Today, worlds collide. Part of the issue is rooted in the divergent cultures and motivations of dev and ops: • Dev: freewheeling, ideological, collaborative, self-organizing, and organic • Ops: policy-driven, command-and-control, focused on uptime and compliance When dev meets ops—when Agile meets ITIL—the velocity gains in application development are lost, caught in the purgatory of long, cumbersome release cycles. Worse still is change. For IT, change portends nothing but punctuated pain and a passel of unintended consequences. Change is empowering for dev and dispiriting for IT. According to Israel Gat, who, together with Michael Cote, blog as The Agile Executive: 1. The business needs to respond to change quicker than ever. 2. Various traditional IT management methods tend to discourage change and slow it down. 3. Competent Agile dev/test teams are now able to respond much quicker to the changes required by the business. The time gained in dev/test, however, could be completely wasted if IT Service Management fails to become (more) agile. And there's the key: When IT puts on the breaks, velocity gains—responsiveness, agility—are nothing but false hopes and empty promises. Agile becomes fragile.
För er som vi läsa mer finns denna sida med
ITIL kunskap om hantering av produkten i drift tillföra eftersom de flesta utvecklingsavdelningar inte fattar det och behöver lyssna lite på ITIL.Dessutom behöver driftavdelningen lyssna på utvecklingsavdelningen, vad krävs för att leverera affärsnytta kontinuerligt.Måste stödja varandra.!Drift behöver ställa upp på att leverera nytta hela tiden.Ta bort gränser, det här är ju ett team.Exempel på där de pratar med varandra är ärendehanteringen, där man hanterar förändringar och fel.
Vi antar att vi har en utvecklingsavdelning som funkar och levererar med affärsnytta med kvalitet. Har disciplin och autotester. Inte har en driftavdelning som kan ta emot frekventa leveranser.Ta med features som gör produkten lättare att underhålla.
Inte vattentäta skott mellan utvecklingsavdelningen.ITIL är till för verksamheten inte bara drift och förvaltning precis som Agile är till för verksamheten inte bara för utvecklingsavdelning.