Agile 101. Feasibility Study SDLC What is it? Systems Development Life Cycle: The most commonly used, and generally accepted, project management approach..

Agile 101

FeasibilityStudy

SDLC – What is it?Systems Development Life Cycle: The most commonly used, and generally accepted, project management approach..

Classic SDLC Characteristics

• Requirements & Tasks are expected to be well defined at outset.

• Methodology is highly document driven.• Project roles are highly structured and well

defined.• Communication is through PM and

Sponsor.• Typically long cycle

After 30 years of SDLC…What we’re doing is not working!

It’s All About…

Change!

The Agile Manifesto (2001) - A statement of values

Agile Practice favors:

Process and toolsIndividuals and interactions over

Following a planResponding to change over

Comprehensive documentationWorking Product over

Contract negotiation

Customer collaboration over

The Big Paradigm ShiftWe’re used to Agile Wants

Time Lines We’re done when it’s done.

Project Managers Disciplined self managing teams.

Fixed Budgets Assumed change means no fixed cost.

Predictable, all at once deliverables Incremental deliverables driven by value and constant learning.

Multiple matrixed units in multiple locations make up team

Co-location – one team.

Communication by Document Information Radiators.

Customer is removed Customer is part of team.

Certain Knowledge Action

User Stories – Simple statements of requirements written from the “customer's” point of view. “As an AP processor, I need to be able to retrieve and update vendor address information.”

Product Backlog – Collection of user stories that need to be addressed to consider the effort (Product) complete.

Sprint (aka Iteration) – A fixed length work period in which items taken from the backlog are satisfied. An Agile project is a sequence of sprints.

Sprint Planning Session – A team meeting in which the product owner reviews and explains each backlog items and it’s priority, the other team members task out the items and commit (or not) to performing each item, and the agile coach sets up the sprint management tools.

Sprint Review Session – At the closure of each sprint, work completed is presented and reviewed, lessons learned discussed, the overall sprint is evaluated and reviewed.

The Key Components of Agile

Agile rolesProduct Owner Is (or is the representative of) the Customer

Develops and maintains the Product BacklogPrioritizes the Product BacklogEmpowered to make decisions for all customers and usersPresents and explains Product Backlog to team

Scrum Team Performs the work directed by the CustomerSelf-organizingSeven plus or minus two performersBusiness and technical skills to build an increment of functionalityResponsible for estimating and committing to workFull autonomy and authority during a Sprint

ScrumMaster Guides the Agile ExecutionResponsible for the processResponsible for maximizing team productivitySets up and conducts meetingsRepresentative to management and teamCharacteristics of a border collie or sheepdog

The Agile Model

Faster – better - cheaperHospital – New Applicant Tracking System

Design Spec Code UAT LaunchChange Management & Approval

Waterfall Approach

SprintUsers stories Sprint Sprint

Agile Approach

Agile Methods – Putting the Manifesto to work

• ‘Adaptable’ development approach• ‘Human-centric’ thinking for creating business value

Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org

Realized asCustomer

Collaboration

Individuals &Interactions

WorkingSoftware

Respondingto Change

CustomerInteraction

High-Performance Teams

IterativeDevelopmentAdaptabilityor Flexibility

ContractNegotiation

Processes& Tools

ComprehensiveDocumentation

Followinga Plan

Agile Methods‘Values’

valuedmore than

valuedmore than

valuedmore than

valuedmore than

Agile Methods‘Principles’

Traditional Methods‘Values’

Realized as

Realized as

Realized as

What makes Agile work?

Better collaboration with business

More adapted to change/learning

Communication Motivation Doing Less Collective ownership Time boxes

Inspect & adapt Focus on the real thing Three heads are better

than one Collocation Information radiators Short feedback loops Team autonomy Accepted Responsibility

The Big Paradigm Shift – some realityWe’re used to Agile Wants What Works

Time Lines We’re done when it’s done. Time Boxes – not more than x time

Project Managers Disciplined self managing teams.

Collaboration between Coach and Product Owner

Fixed Budgets Assumed change means no fixed cost.

Cost Boxes – not more than x to spend.

Predictable, all at once deliverables

Incremental deliverables driven by value and constant

learning.

Pre-project user story sessions (Release Planning)

Team spread out Co-location. Core time in room or on phone/virtual presence

Communication by Document

Information Radiators & Conversations

Information Radiators captured electronically and

posted. Daily Meetings

Customer is removed Customer is in room as part of team.

Core time in room

Agile roles - a second look

When is Agile best?

• Creative Projects• New Technology Introductions• New Process Designs• Projects driven by critical business timing.• Projects with poorly defined needs

A word about ROI• Agile (138 pt.) and Traditional Methods (99 pt.)• Agile Methods fare better in all benefits categories• Agile Methods 459% better than Traditional Methods

Agile Methods Traditional MethodsLow Median HighCategory

ROI 240% 2,633% 8,852%

Satisfaction 70% 70% 70%

Quality 10% 70% 1,000%

Productivity 14% 122% 712%

Schedule 11% 71% 700%

Cost 10% 26% 70%Low Median HighCategory

ROI 200% 470% 2,770%

Satisfaction -4% 14% 55%

Quality 7% 50% 132%

Productivity 9% 62% 255%

Schedule 2% 37% 90%

Cost 3% 20% 87%

Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.

About the Agile Coach• New(ish) role introduced

by Agile.

• NOT the same as or a replacement of the Project Manager.

• Focus on relationships, listening, facilitating.

• The Agile SME

• It’s not about the product!

An agile coach…Coordinating individual contributions

Coaching forcollaboration

Being a subjectmatter expert

Being a facilitatorfor the team

Being invested inspecific outcomes

Being invested inoverall performance

Knowing the answer

Asking the team forthe answer

Directing Letting the team findtheir own way

Driving Guiding