Agile - WordPress.com€¦ · Compare and Contrast Waterfall & Agile 33 To synopsize the difference between the two, one can say the classic waterfall method stands for predictability,

© 2008, Factor, Inc.

Skip Walter April 12, 2012

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Agile

© 2008, Factor, Inc.

• Cognitive Psychology Researcher

• Software Engineer

• Software Designer

• Manager

• Executive

• Graduate School Teacher

• Organizational Designer

• Executive Consultant

• Serial Entrepreneur

• Pracademic (HCDE, Business)

• Proud Father – PhD, Lawyer, Soundscape Designer for games

Skip Walter - Composing a Life Creating Rainbows with my Colleagues

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Being Agile is our Favorite Thing

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Waterfall Software Development

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Just Technology…

Strapping New Technology onto Existing Processes and

People May Not be a Recipe for Success…

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Lecture Outline

• Context for Project Management

• The Kodak Fling 35 Story

• The Aldus PageMaker 5 Story

• The “Iron Triangle”

• Project Context – Decision Matrix

• Agile Project Management

• Core Project Management Concepts

• Exercise – break into three person teams

• Compare and contrast Waterfall and Agile

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Kodak “Fling 35” - 1989 The Daily Build – Seeing What Matters

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http://dspace.mit.edu/bitstream/handle/1721.1/47689/ev

aluatinguseofc00robe.pdf?sequence=1

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Aldus PageMaker 5.0 How not to do anything right!

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Paul Brainerd

Father of Desktop

Publishing

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The Iron Triangle of Project Management

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The Iron Triangle Pick Any Two

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http://theagileexecutive.com/2010/07/22/the-devops-triangle/

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Prioritizing the Iron Triangle

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James Thompson Organizations in Action

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Stable Shifting

Homogeneous

Heterogeneous

© 2006, ATTENEX CORPORATION. DO NOT DISTRIBUTE.

The Facts of the Matter . . . Early!

CONFIDENTIAL. INTERNAL USE ONLY.

Added Value Services Layer

Scalable Application Infrastructure Configurable across the web, multiple threads, processors, cores, machines and SANs

COLLECT

Collection

Manager

PROCESS

Workbench

REVIEW

Document

Mapper

Suite

PRODUCE

Production

Appliance

MANAGE

Engagement

Manager

API

* *

eDiscovery Investigations Mergers &

Acquisitions

Freedom to

Operate

Added Value Professional Services Customizable

Agile

Rapid

Development

Swamp

Highly stable

Backwards

compatible

Bedrock

Waterfall

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Bedrock Swamp You know where you are.

You know where you are going.

You know how to get there.

You don’t know where you are.

You are not sure where you are going.

You don’t know how to get there.

Bedrock versus Swamp How do you navigate in the wilderness?

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Bedrock versus Swamp Waterfall versus Agile

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Prediction versus Control The Effectual Entrepreneur

16 http://www.effectuation.org/sites/default/files/What%20makes%20entrs%20entl%20note.pdf

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Agile Techniques and Processes

• Incremental development

• eXtreme Programming

• Scrum

• Adaptive Software Development

• Lean

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Dirty Little Secret of Agile

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Seeing the Bottlenecks in Enterprises Goldratt’s Theory of Constraints

If what you are

doing isn’t

working, shrink

the batch size.

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Agile Manifesto

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The Agile Principles

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Agile Adoption

22 http://leadinganswers.typepad.com/leading_answers/2011/04/periodic-

table-of-agile-adoption-.html

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Scrum – Most Popular Agile Method

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Core Project Management Concepts

• Communication is the results that you get, not the

words that you speak.

• Team Formation

• Expect what you inspect

• Daily Demo (Fling 35)

• Clear metrics of progress and success

• I want, I need, by when

• Big picture

• Specific result

• Delivery by

• Collaboration by Difference – Doug Wilde 24

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Communication Exercise

• Break into teams of three

• Need one person in each group to meet with me

• Describe a “full room” in a house you grew up in (no bathroom or

bedroom)

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Team Formation

• Forming

• Storming

• Norming

• Performing

• Adjourning

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Gotcha:

Any time you add or

subtract a member

from a team or team

meeting, you restart

at forming.

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Expect What You Inspect

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The Daily Demo

© 2007 Factor, Inc. All rights reserved.

10xFACTOR

Expect What you Inspect 10X Factor Productivity Criteria

• Using Slywotzsky imperatives observe knowledge workers

– Move from guessing what customers want to knowing their needs;

– Move from getting information in lag time to getting it in real time;

– Move from burdening talent with low-value work to gaining high talent leverage.

• Find a Clear Productivity Metric • Measure productivity every step of

development

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I want, I need, By When

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© 2008, Factor, Inc.

Collaboration by Difference Doug Wilde (Stanford) - Teamology

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http://www.asme.org/kb/news---articles/articles/diversity/more-

diverse-personalities-mean-more-successful-te

https://www.stanford.edu/group/designx_lab/cgi-

bin/mainwiki/index.php/Teamology

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Think Small “Fail” Forward

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When you are in a low information/knowledge

environment with high uncertainty:

Tell A Story!

Kaizen:

One Small Step

Ask small questions

Think small thoughts

Take small actions

Solve small problems

Bestow small rewards

Identify small moments

© 2008, Factor, Inc.

Compare and Contrast Waterfall & Agile

32

© 2008, Factor, Inc.

Compare and Contrast Waterfall & Agile

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To synopsize the difference between the two, one

can say the classic waterfall method stands for

predictability, while Agile methodology spells

adaptability. Agile methods are good at reducing

overheads, such as, rationale, justification,

documentation and meetings, keeping them as

low as is possible. And, that is why Agile methods

benefit small teams with constantly changing

requirements, rather more than larger projects.

http://agileintro.wordpress.com/2008/01/04/waterfall-vs-agile-methodology/

© 2007 Factor, Inc. All rights reserved.

10xFACTOR

Software Development Process

Waterfall or Agile

Design Build Distribute Intervene Operate

In no current software development

methodology is there a step for

defining, testing or achieving desired

productivity goals.

© 2007 Factor, Inc. All rights reserved.

10xFACTOR

User Observation –

The Miracle

Design Build Distribute Intervene Operate

Agile Process + User Research

Use Video to

Communicate

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What is the difference between …

• Project Management

• Product Management

HCDE 403 Spring 2012

Extreme Productivity by Design

Questions?

[email protected]

Skipwalter.net

206-200-6777