Agile has bred new ground for Tool vendors, Process Gurus, and other such specialists. However, this influx of “technology” has not created the process improvements promised for most projects. In this presentation, we debunk the myth that Agile can be successful in an organization simply by choosing a new tool set or designating Agile Masters of various varieties. We first review the tools that are useful; they are simple and lightweight. Likewise, metrics are important to understand progress, yet they, too, are simple and lightweight. Several such metrics are suggested, and illustrated with actual project examples to reinforce their value (despite their simplicity). We move on to suggest management structures that are different from traditional structures, and suggest rationale for the shift. This shift also suggests that well­defined job responsibilities can also interfere with efficiency rather than the opposite technique. It is too easy to suggest seniority aligns with mastery of our discipline, and we outline an efficiency model to judge the individuals. We conclude with an analysis of the efficiency of creating high­efficiency individuals, and suggest the team environment, not the classroom, is the proper crucible for rapid improvement. (Presented at Agile India 2013)

1. It’s a bird...
It’s a plane...
No, it’s Superman!
Fred George
fredgeorge@acm.org
@fgeorge52
Copyright © 2009-2013 by Fred George 1

2. Copyright © 2009-2013 by Fred George 2

3. Agile is Productive
Traditional Agile
3 Months
12 Months 8 Months.............
5 Months
8 Months
$28 / Hour $87 / Hour
$2,000,000
6x $1,100,000
<4% ROI 94% ROI
Copyright © 2009-2013 by Fred George 3

4. Tools...
Copyright © 2009-2013 by Fred George 4

5. Tool: Story Cards
Copyright © 2009-2013 by Fred George 5

6. Tools: Card Wall (Bangalore)
Copyright © 2009-2013 by Fred George 7

7. Measure Stories...
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8. Tool: Excel
Copyright © 2009-2013 by Fred George 12

9. Omio - Mobile Phone Site
Omio - Finger Chart
450
400
350
300
250
# of cards
200
150
100
50
0
Ju 1
r-2
Ap 9
Ju 4
M -7
Ap 6
Ap 3
0
Ju 8
25
Fe 2
Fe 0
27
M 2
M 9
6
M 4
M 1
8
l-2
l-9
Fe 5
M 5
1
r-
n-
r-1
r-2
r-3
1
1
2
-1
-1
-2
-1
-2
-2
b-
-
ay
ar
n-
n-
n-
b-
b-
b-
Ju
Ju
Ap
Ap
Ju
ar
ar
ar
ay
ay
ay
Fe
M
M
Customer/Closed BA/QA DevComplete In Progress Defined/Ready Pre-Defined Descoped/parked
Copyright © 2009-2013 by Fred George 13

10. Omio - Mobile Phone Site
Omio - Highlight - 4 iterations
300
290
280
270
# of cards
260
250
240
230
Jun-18 Jun-20 Jun-24 Jun-26 Jun-30 Jul-2 Jul-4 Jul-8 Jul-10 Jul-14
Customer/Closed BA/QA DevComplete In Progress
Copyright © 2009-2013 by Fred George 14

11. Game Parts (Xiamen)
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12. Game Parts (Xiamen)
Copyright © 2009-2013 by Fred George 16

13. Product Requests (London)
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14. Management...
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15. Manager
Traditional
Agile
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16. Guns,
Germs, and
Steel
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17. Leader
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18. You Have to Look Busy
300
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19. You Have to Look Busy
300 40
Copyright © 2009-2013 by Fred George 22

20. Omio - 10 Weeks
Copyright © 2009-2013 by Fred George 23

21. Titles versus Reality
Manager Tech Lead Designer Developer Tester Analyst
Dave ✓ ✓ ✓ ✓
George ✓ ✓ ✓ ✓
Fred ✓ ✓ ✓ ✓ ✓ ✓
Paul ✓ ✓ ✓
Sarah ✓ ✓ ✓
✘
Jeremy
Matt (client) ✓ ✓
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22. People...
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23. Copyright © 2009-2013 by Fred George 27

24. Master
Journeyman
Apprentice
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25. 125%
100%
75%
50%
25%
0%
Tools Process Management Skills
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26. Copyright © 2009-2013 by Fred George 30

27. Master
2Y
ear
s-
Ne
ver
Journeyman
on ths
2- 6M
Apprentice
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28. Training Process
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29. Waste (no learning)
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30. Learning...
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31. “Fix the Furniture”
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32. Learning...
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33. ... and More Learning
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34. Lies of Spreadsheets
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35. No Funnels
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36. Work People
Daily!
Copyright © 2009-2013 by Fred George 40