Protect Team Boundaries Agile and Lean Workshop
Protect Team Boundaries
Agile and Lean Workshop
Co-Founder, Accelinnova
801. 209. 0195
accelinnova.com
blog: pollyannapixton.com
t: @pollyannapixton
Pollyanna PIXTON
Senior Consultant, Accelinnova
Development Operations Manager, IBM
Paul GIBSON
Phones
Handbook
Slides
Contact Us
Paper Airplane
Logistics
Adopting Agile
Awareness Te
ach
Pra
ctic
e
Understanding
Knowledge
Ability
Mastery
what is agile?
A set of effective principles
Recognizes uncertainty & change
Ownership
Collaboration
Disciplined delivery
A set of practices that help implement those
principles
What is Agile?
Delivers business value in “chunks”
Continuous stakeholder and customer
feedback
Embraces change
Continuous learning
Practice Excellence
Continuous High Quality
No accumulation of technical debt
What is Agile?
Technical Debt?
Anything that makes
code difficult to
change.
Cost of getting out of
debt is compounded
over time.
Defect Cost over Time
4.2 defects per hour!
All in all, coders introduce bugs at the rate of
4.2 defects per hour of programming.
They make one mistake for every seven to
ten lines of code-a stunning level of errors.
And almost one-fifth of those errors are
simply typos.
If you crack the whip and force people to
move more quickly things get even worse.
- Watts Humphrey
why agile?
faster & better
results
Efficiencies and Effectiveness
Make sure we are delivering
the right business value
Improve ability to deal with
change, risk and uncertainty
Drive out cost and waste in
product development
lifecycle
What role does Agile play?
Facing market and
technical uncertainty,
agile methods:
Improve delivery
Decrease time-to-
market
Reduce rework
Agile does this…
Breaks work into chunks
Prioritize chunks by business value
Builds highest value chunks in a time-boxed
iteration called a Sprint
Delivered chunks are working, ready to be
deployed software
Deployed when stakeholder says there is
enough BV to go to market
What role does lean play?
By reducing waste, lean creates
excess capacity that we can allocate
to high priority tasks.
Agile Examples
1 year projects reduced to 5 months with
better quality (custom systems)
Past: 3 months to develop 2 year roadmap
Present: 3 days
Financial: 50% time cut; 60% cost reduction
Introduction
Making Better
Decisions
Diving Into Agile
Lean Software
Development
Practice Excellence
Q&A
Agenda
Business issues today…
must
consistentlydeliver
businessvalue…
…in adynamic
environment
with
constrained resources
business dynamics
innovate to
differentiate
responsiveness
tighter linkage to
customers
time to value
operational dynamics
predictability ofschedules
quality
better use of resources
improve productdevelopment cycles
Business Challenges
Project Statistics
0 10 20 30 40 50 60
Failed
Challenged
Successful
2006
1996
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
Project Statistics
Always or
Often Used:
20%
Never or
Rarely Used:
64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Sometimes
16%Rarely
19%
Never
45%
Often
13%
Always
7%
We need to…
Lead in the marketplace
Deliver the right product
Meet customer’s changing needs
Deliver to rapidly moving market windows
Innovate on both sides of your business
model
Get more done by doing less
how does
agile
help?
Innovate to differentiate
Embrace Change
Go in search of change
Help your customers lead in their
marketplace
Understand your customer’s success factors
Assess market changes and needs
continuously
timeto
market
build highest value first!
don’t build what we
don’t need
MS Word vs. Google Docs
Word toolbar
Agile does this by…
Breaking work into chunks
Prioritizing chunks by business value
Being flexible
Can be stopped or restructured without
losing all value
Delivers in chunks (working, ready to be
deployed software)
Business Driven
Delays by overzealous planning costs far more
than it saves
Time
Co
st
Delay
Lost Value
The opportunity is often lost by deliberating - Publilius Syrus (42 BC)
A good plan today is
better than a perfect plan
tomorrow.- George S. Patton
Business Driven
Agile projects reach a break-even point earlier!
Time
Cost
Profit
Investment
Bre
akeven
Single
ReleaseS
elf-F
undin
g
Bre
akeven
Software by Numbers by Mark Denne and Jane Cleland-Huang
Staged
Releases
responsiveness to
market changes
Agile does this by…
Continuous stakeholder feedback
Stakeholders participate in
User story development
Prioritizing chunks
Giving feedback on delivery of working chunks
Delivering in short cycles
transparency
To avoid surprises!
Agile does this by …
Demonstrates working code with high quality
at the end of each sprint
Shows progress clearly• Burn-Up chart
More finished state
No technical debt accumulating
Information Radiators
Mitigate risk
Agile does this by …
Discovering risks early through continuous
short iterations
Addressing risks early and often
Testing risk mitigation solutions
Closing risks
Realistically addressing uncertainty
Dealing with Uncertainty
we don’t know what we don’t know
As Knowledge
increases Leaders use
iterations to guide
project towards
enhanced goal
Encourage Mid Course Corrections
Planned Path
Actual Path
Actual Completion
Start
Zone of successPlanned
Completion
Incre
asin
g K
now
led
ge
Hurricane Rita
- NASA
Delivering Quality
Delivery of high quality
Continuous focus on Quality
Development Discipline
Early Validation
Low Technical Debt
TDD - Test cases are written first, before
anything is developed
Go/no-go decisions reached early and often
Agile Defined…
Agile Manifesto
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 docs
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.agilemanifesto.org© 2001
• Stable, Time-Boxed, Short Iterations
• Stakeholder Feedback
• Self-Directed Teams
• Sustainable Pace
Agile Defined: Key CharacteristicsAgile Key Characteristics
Agile Elements
Agile MUST be Disciplined
Agile development necessitates greater discipline
than traditional methods.
“Quality” and “Consumability” must be real, not
platitudes.
Agile is Disciplined
Light Weight
“Barely sufficient”
artifacts
methodology
documentation
Reflect and Adapt
Adaptive
planning
Demonstrations
Retrospectives
Continuous
improvement
Reflect and Adapt
Agile
introduction
Summary
Leadership Role
A good agile project will build something that
meets customers needs but may be different
from original plans.
- Jim Collins
Leadership Role
Agile is continuous learning and
adaptive planning.
- M. Buckingham
Agile has been used by:
• Microsoft
• Yahoo
• Electronic Arts
• Lockheed Martin
• Philips
• Siemens
• Nokia
• IBM
• Capital One
• BBC
• Pitney Bowes
• Intuit
• Nielsen Media
• First American Real
Estate
• BMC Software
• Ipswitch
• John Deere
• Lexis Nexis
• Sabre
• Salesforce.com
• Time Warner
• Turner Broadcasting
Wait !
What about Lean?
It’s all about choices….
Do you want your teams to be ….
or
Focus on Customer Value
Recognize Waste
Effort
Time
Poor Quality
Remove the waste!
Focus on Customer Time to Value
Continuously optimize processes
Focus on flexibility and pace
Efficiency and Effectiveness
What is Agile
Your
Questions?