Agile explained

Agileadj

1. quick in movement; nimble

2. mentally quick or acute

Figaroplanomaníaco, cinéfilo,cinófilo,articulista, palestrante,agilista escifimaníaco (ok, essa eu inventei…)

Problems with traditional software

development

photo by Jule_Berlin

Appelo, Jurgen, The Zen of Scrum, Slideshare.

Traditional

Phased development

Anticipated results

Up-front design

picture by jasonb42882 Appelo, Jurgen, The Zen of Scrum, Slideshare.

Requirements Not Clear

Fear to go to the next phase

Analysis paralysis


Requirements Change

Change gets more and more expensive

Customers don’t get what they want


Project Takes Too Long

32% of projects delivered successfully

Long duration defers revenue

(Source: Standish Report 2009)


No Time for Testing

Quality assurance gets crunched

Late integration means late failures


Time Wasted on Junk

52% of requirements implemented

64% of functionality rarely used



Poor Progress Visibility

% Task complete not sufficient

Average overrun 43%



Agile software

development

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Values

Scrum

KanbanXP

Crystal

FDD

Principles

Seu Processo…

Design Thinking

viability

feasibility desirability

Lean Startup

ideas

product data

measure

Kanban

Scrum

picture by Kiwi Flickr

The Gurus

Ken Schwaber

Jeff Sutherland

Mike Beedle

Mike Cohn

The Goal of Scrum

Manage Complexity, Unpredictability and Change

through Visibility, Inspection and Adaptation

picture by OnTask


Scrum Roles

picture by exfordy


Product Owner

Owner of project vision Represents the customer

picture by Official Star Wars Blog Appelo, Jurgen, The Zen of Scrum, Slideshare.

The Team

Small (5–9 people)

Colocated - Cross-functional

Self-organized - Full-time picture by ewen and donabel


Scrum Master

Servant leader

Team protector

Troubleshooter

Scrum guide

picture by Orange Beard


Scrum Process


Product Backlog

Express value

Defer decisions

picture by juhansoninAppelo, Jurgen, The Zen of Scrum, Slideshare.

Product Backlog

Owned by Product Owner

High-level requirements

Expressed as business value

Not complete, nor perfect

Expected to change & evolve

Limited view into the future


Sprints

Steady pull of business value

Inspect and Adapt picture by kelsey e.


Sprint Planning

Face-to-face communication

Small reversible steps

User’s perspective


Sprint Backlog

Breakdown of business value into

assignable tasks

picture by oskay


Daily Scrum

The heartbeat of Scrum picture by Hamed Saber


Task Board picture by Mountain Goat Software

Sprint


Sprint Burn Down

picture by NibiruTech


Sprint Review

Satisfy Product Owner

Get feedback on product picture by oskay


Sprint Retrospective

Evolve the process

picture by kevindooley


Burn Up Chart

Scope keeps expanding

Pipeline gets fatter


So, what should managers do to be Agile?

Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

Management is about human beings. Its task is to

make people capable of joint performance […]. This is what

organization is all about, and it is the reason that management is the critical, determining factor.

Management: Revised Edition, 2008

Peter F. Drucker

9 Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

Management is too important to be left to the

managers.


Manage like a gardener


Man

agem

ent

3.0


People are the most important parts of an organization and

managers must do all they can to keep people active, creative, and

motivated.


10 Intrinsic DesiresCuriosity The need to think

Honor Being loyal to a group

Acceptance The need for approval

Mastery / Competence The need to feel capable

Power The need for influence of will

Freedom / Independence / Autonomy Being an individual

Relatedness / Social Contact The need for friends

Order Or stable environments

Goal / Idealism / Purpose The need for purpose

Status The need for social standing


1. Put the motivator cards in order, from unimportant to important

2.(You may leave out any cards you don’t want to use.)

Exercise: Moving Motivators


3. Consider an important change in your work (for example, becoming a more Agile organization)

4. Move cards up when the change is positive for that

motivator; move them down when the change is negative

Exercise: Moving Motivators

positive change

negative change 23 Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.


Teams can self-organize, and this requires empowerment,

authorization, and trust from management.


1. Tell: make decision as the manager

2. Sell: convince people about decision

3. Consult: get input from team before decision

4. Agree: make decision together with team

5. Advise: influence decision made by the team

6. Inquire: ask feedback after decision by team

7. Delegate: no influence, let team work it out

The Seven Levels of Authority



Self-organization can lead to anything, and it’s therefore necessary to protect people

and shared resources…

…and to give people a clear purpose and defined goals. 28 Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

Teams cannot achieve their goals if team

members aren’t capable enough, and

managers must

therefore contribute to the development of

competence. 33 Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

Support emerging creativity. 2012 Jurgen Appelo, taken at Cisco SystemsNorway, Oslo Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.


Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.


Informal structures.

2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

Value units

System administrators

GUI designers

Project Mgt Office

Community of Practice

Center of Excellence

Human Resources

...

Delivering value to others


People, teams, and organizations need to

improve continuously to defer failure for as long

as possible.



The Management 3.0 model

Six organizational views based on complexity thinking


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Cool….but where can I use Agile?


Process Complexity (M)

Agile projects

Chaotic projects

Structured projects


88Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

89Appelo, Jurgen, Management 3.0 in 50 minutes, Slideshare.

90

picture by -bast-

Q & A

@lfigaro

pt.slideshare.net/luisffigaro

linkedin.com/in/lfigaro

[email protected]

Agile explained

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