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Page 1: Agile for Business

agile for business

Andrew RuslingAgile Coach

Page 2: Agile for Business

2Contents

1. agile for software development

2. agile adoption

3. How to be agile?

4. Scrum

5. User Stories

6. agile outside of software development

7. Experiencing agile

8. Agile Fluency

9. Business Agility

10. Next Steps

11. Wrap Up

Page 3: Agile for Business

3Key Competency to be gained

Ability to apply

agile values, principles and practices

to help you achieve more

Page 4: Agile for Business

4Competencies to be gained

By the end of this session, I am hopeful that you will be able to:

1. Describe agile, and how it differs from Scrum

2. Summarise the agile value proposition

3. Summarise the rules of Scrum

4. Describe what is a Scrumbut

5. Describe User Stories and what they are for

6. List several areas agile is used outside of software

7. List several agile practices that apply outside of software

8. Summarise Agile Fluency

9. Summarise company cultures relationship to Agile Fluency

10. Describe Business Agility

11. Summarise what is an Agile Enterprise

Page 5: Agile for Business

5

agile

for software development

Page 6: Agile for Business

6A brief history of agile

Waterfall

‘New New Product

Development Game’

published

Rate of business change

accelerates

Light weight methodologies

arise

Scrum agile

1970

80’s

1986 1993 2001

90’s

XP

1996

Page 7: Agile for Business

7Agile value propositionB

usin

ess

Val

ueR

isk

Ada

ptab

ility

Vis

ibili

ty

Time

Time

Time

Time

Traditional Development Agile Development

Page 8: Agile for Business

8Presto Manifesto - exercise

1. Define project success.

2. Split into groups.

3. List critical elements for a successful project.

4. Everyone sign their manifesto.

5. Compare manifestos.

Page 9: Agile for Business

agile Manifesto value statement

Process and toolsIndividuals and

interactionsover

Following a planResponding to

changeover

Comprehensive documentation

Working software over

Contract negotiationCustomer

collaborationover

Full Manifesto: http://agilemanifesto.org/

Page 10: Agile for Business

10Principles behind the agile manifesto

1. Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Page 11: Agile for Business

11Principles behind the agile manifesto

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

Page 12: Agile for Business

12

agile adoption

Page 13: Agile for Business

13The 8th annual ‘State of Agile’ survey

Conducted yearly since 2006

8th Survey Conducted in late 2013

3501 respondents

Page 14: Agile for Business

14Company Size

Respondents

Company Size100

Page 15: Agile for Business

15Who is using agile?

88% of companies are using agile

up from 80% in 2011

and 84% in 2012

Page 16: Agile for Business

16Department

Non IT665 responses

IT2836 responses

Page 17: Agile for Business

17How long have they been using agile?

53%

21%8%

19%

< 1 year

1-2 years

2-5 years

> 5 years

2-5 years was only 36% in 2012.

Page 18: Agile for Business

18How % of their projects are agile?

14%21%27%

38%

0 -25%

26-50%

51-75%

75-100%

Page 19: Agile for Business

19Benefits of agile

Manage changing priorities

Productivity

Project visibility

Team morale

Software quality

Reduce risk

Time to market

IT & business alignment

Simple development process

Engineering discipline

Software maintainability

Manage distributed teams

0 10 20 30 40 50 60 70 80 90 100

Better

Same

Worse

Page 20: Agile for Business

20Top 5 reasons agile projects fail (%)

None of our agile projects failed

Company philosophy or culture at odds with core agile values

Lack of experience with agile methods

External pressure to follow traditional waterfall processes

A broader organisational or communication problem

0 2 4 6 8 10 12 14 16

Page 21: Agile for Business

21

How can I be agile?

Page 22: Agile for Business

22You can’t ‘do’ agile

• It is a set of Values & Principles

• No clear path to success

• New practices and processes are needed

• Many people learn by doing

• Enter the agile methodologies

Page 23: Agile for Business

23Agile Methodologies - Market share (%)

DSDM /

Atern

Agile

Mod

eling

Agile

Unified

Pro

cess XP

Oth

er

Featu

re D

rive

Develo

pmen

tLe

an

Kanba

n

Scrum

ban

Custo

m H

ybrid

Scrum

/XP H

ybrid

Scrum

0

10

20

30

40

50

60

Page 24: Agile for Business

24

Scrum

Page 25: Agile for Business

25Why is Scrum so successful?

• Simple • 13 rules, Described in 16 pages

• Technology Agnostic

• Domain Agnostic

• Extensible

Page 26: Agile for Business

26A short explanation

Scrum Development at High Moon Studios

Page 27: Agile for Business

27Key benefit of Scrum

Build the wrong software faster

Page 28: Agile for Business

28Scrum has 13 rules

3 Roles

1. Product Owner

2. Team

3. Scrum Master

5 Artefacts

1. Product Backlog

2. Sprint Backlog

3. Sprint Goal

4. Definition of Done

5. Potentially Shippable Product Increment

5 Events

1. Sprint

2. Sprint Planning

3. Daily Scrum

4. Sprint Review

5. Sprint Retrospective

Page 29: Agile for Business

29

Team5..9 People

Cross FunctionalSelf Organising

Product OwnerStakeholder management

Backlog managementReturn on Investment

Scrum MasterImpediment Remover

Servant LeaderFacilitator

Coach

Sprint 1..4 weeks

Sprint Planning

Part 1 & 22h .. 1d

Sprint Review

1h .. 4h

Sprint Retrospective

1h .. 4h

Daily Stand up

15m

Definition of Done

Potentially Shippable Product

Increment

Product Backlog

Sprint Backlog

Whole Team

Sprint Goal

Scrum has 13 rules

Page 30: Agile for Business

30Scrum Roles and Responsibilities Game

Product Owner

TeamScrum Master

http://www.journey-to-better.com/2014/01/scrum-roles-and-responsibilities-game.html

Page 31: Agile for Business

31Scrumbuts

We play football but …

• It takes to long to score, so we use our hands to throw the ball.

• We have bad knees, so running is not allowed.

We do Scrum but ....

• Our team works on separate projects, so we have two PO’s.

• We don’t have testers, so we get the Test team to finish our work.

• Retrospectives are a waste, so we don’t do them.

• Management keeps their minds, so we update the Sprint Backlog to reflect the new goal.

Page 32: Agile for Business

32

User Stories

Page 33: Agile for Business

33Agile Requirements

Agile needs an approach to requirements, that is:

• Lightweight

• Change friendly

• Collaborative

Page 34: Agile for Business

34User Stories

As a [TYPE OF USER]

I want [GOAL]

So that [BUSINESS BENEFIT]

As a Bank Branch Manager

I want to be able to authorise loans to a higher financial limit than Bank Tellers

So that I can minimise financial risk and allow for high value loans at the same time

Page 35: Agile for Business

35Intention

CardConversationConfirmation

https://www.flickr.com/photos/psd/

Page 36: Agile for Business

36

agile outside

of software development

Page 37: Agile for Business

37Common views of the IT Department

Slow

Unresponsive

Unreliable Costly

Difficult

Belligerent

Painful

Inhibitors

Page 38: Agile for Business

38Pre-agile, those words were all applicable

IdeaInitiate & Resource

Decide what to build

Build it Test it FeedbackReleaseIT

Page 39: Agile for Business

39Agile has shifted the bottleneck

Idea Decide, Build, Test & Release it FeedbackInitiate & Resource

IT

Product Management

PMO

Product Management

HR

Finance

Page 40: Agile for Business

40Other issues

Programme Management Office

• Long term funding/approval of projects, fails to make use of the fast feedback from IT

Product Management

• Fails to make use of the fast feedback from IT, hence making poor decisions

Human Resources

• Performance management, rewards the wrong behaviours

• Are not used to the traits needed for agile team members

Finance

• Yearly budgeting does not match well with incremental spend

Page 41: Agile for Business

41Expanding agile outside of IT

IT

PMO

Product Management

HRFinance

Sales

Executive

Marketing

Agile Thinking

Page 42: Agile for Business

42Successfully used in

• Finance

• Human Resources

• Marketing

• Sales

• Executive teams

• Publishing school text books

• Infrastructure development

• Supply chain optimisation

• Political programs

• Volunteers at conferences and festivals

• Academic researchers

• Working with children (at school and at home)

• Wedding planning

Page 43: Agile for Business

43Top agile techniques for business

Empowerment

• Visualise work• Daily Standup• Prioritise as a

Team

Regular Events

• Retrospectives• Reviews

Roles

• Product Owner• Coach

Other

• Time-boxing• Pomodoro• Visible

Outcomes

Page 44: Agile for Business

44

Experiencing agile

Page 45: Agile for Business

45Creating ‘Happy Kids Camp’ Brochure

https://www.flickr.com/photos/epsos/

Page 46: Agile for Business

46Aims

1. Experience agile

2. Create an A4, trifold brochure, for ‘Happy Kids Camp’

Examples

https://www.flickr.com/photos/pocheco/ https://www.flickr.com/photos/myfwcmedia/ https://www.flickr.com/photos/46523905@N00/

Page 47: Agile for Business

47Roles

• You will all be Team Members in Scrum teams

• There will not be a Scrum Master

• I will be your Product Owner (Who likes to change their mind)

Page 48: Agile for Business

48Process

1. Self organise into teams of 4-6 people [2m]

2. Familiarise ourselves with the backlog [10m]

3. Distribute tools and materials [3m]

4. Three Sprints [45m]1. Plan 3m

2. Sprint 7m

3. Review 2m

4. Retrospective 3m

5. Debrief [15m]

Page 49: Agile for Business

49Prioritised User Story Titles from the Backlog

1. Attention grabbing front page

2. Unique selling point

3. Major activities

4. Contact details to book

5. Company legal details

6. Requirements for attendance

7. Accommodation pricing options

8. Activities pricing options

9. Testimonials

10. Minor activities

11. Safety Guarantee

12. Example menu

13. Location details of camp

14. Drop off/pick up location & timings

15. Staff bios

16. Certifications and Accreditations

Page 50: Agile for Business

50Each team should have

10 x blank A4 paper

1 x scissors

1 x ruler

1 x blob of tack

2 x pencil

1 x eraser

5 x colour pen

Page 51: Agile for Business

51Three Sprints, they will feel hectic

Online Stopwatch

Page 52: Agile for Business

52Debrief

• What did you observe?

• How did it feel to be in a Scrum team?

• What are your thoughts on the short sprints?

• How did the first sprint compare to the last sprint?

• How could a Scrum Master have helped?

• What did you learn?

Page 53: Agile for Business

53

Agile Fluency

Page 54: Agile for Business

54

Page 55: Agile for Business

55Focus on Value

Follow• Scrum, Kanban or similar

Do• Plan by business value (i.e. User Stories)

Key Metric• Regular business value reporting

Benefits• Greater visibility into teams’ work• Ability to redirect their efforts

Page 56: Agile for Business

56Deliver Value

Follow• Scrum, Kanban or similar

Do• Agile Technical Practices (i.e. TDD, CI, DevOps, etc.)

Key Metric• Ship as often as the market will accept it

Benefits• Low defects • High productivity

Page 57: Agile for Business

57Optimise Value

Follow• Lean Start up + (Scrum or Kanban)• Business experts as full-time team members

Do• Agile chartering• Business Model Canvas• Customer discovery• Adaptive planning

Key Metric• Concrete business metrics used in reporting (i.e. ROI, net profit per

employee, and customer satisfaction)

Benefits• Higher value deliveries• Better product decisions

Page 58: Agile for Business

58Optimise for Systems

Follow• The cutting edge, follow what works

Do• Agile portfolio management• Systems thinking• Value stream analysis• Whole system planning• Intact teams• Open book management• Radical self-organization

Key Metric• Team reports how its actions impact the overall organization

Benefits• Alignment with organizational goals• Synergistic effects

Page 59: Agile for Business

59Culture to support fluent teams

IT

PMO

Product Management

HRFinance

Sales

Executive

Marketing

Agile

Agile CultureAgile CultureAgile Culture

Aka an Agile Enterprise

© Copyright James Shore and Diana LarsenYou may reproduce this diagram in any form as long as this copyright notice is preserved.

Page 60: Agile for Business

60Target Agile Fluency?

What level should our

teams target?

What level can we support?

© Copyright James Shore and Diana LarsenYou may reproduce this diagram in any form as long as this copyright notice is preserved.

Agile Enterprise

Page 61: Agile for Business

61

Business Agility

Page 62: Agile for Business

62From wikipedia

In a business context,

agility is the ability of an organization

to rapidly adapt to market and environmental changes

in productive and cost-effective ways.

Page 63: Agile for Business

The agile enterprise is an extension of business agility,

referring to an organization that utilizes key principles of

complex adaptive systems and complexity science

to achieve success

https://www.flickr.com/photos/44534236@N00/

Page 64: Agile for Business

64Agile Enterprise

Requires a conscious decision,

to make the entire company,

live, breath and be agile.

An entire company at: ‘Optimise for Systems’

Page 65: Agile for Business

65Agile Enterprise

Continual Results

Project/Venture Results

Ideas, Opportunities

Markets shrink, grow, collapse

New competitors

New technologies

War, famine, natural disasters

New Government Elected

New policies, legislation

Page 66: Agile for Business

66What they do

Strategise

Organise Mobilise

Page 67: Agile for Business

67How they do it

Continuous learning from experiments

Catalytic leadership

Open communication

Long term business value

governance

Quest for mastery

View system as a whole

(Utilise systemic approach)

Page 68: Agile for Business

68What they share

Reward System Operating Platform Vision

Page 69: Agile for Business

69Continual ResultsV

isib

ility

Time

Rev

enue

Time

Ada

ptab

ility

Time

Cos

t Effe

ctiv

enes

s

Time

Page 70: Agile for Business

70Results by project / initiativeB

usin

ess

Val

ue

Ris

k

Time Time

Page 71: Agile for Business

71Agile Enterprise

Continual Results

Project/Venture Results

Ideas, Opportunities

Markets shrink, grow, collapse

New competitors

New technologies

War, famine, natural disasters

New Government Elected

New policies, legislation

Page 72: Agile for Business

72

Next Steps

Page 73: Agile for Business

73Some suggested next steps

1. Discuss the agile values and principles with your team

2. Discuss agile practices with your team

• You can ask the Agile Coach for assistance (I am happy to help)

• Try some out (at least three times, or for three weeks)

• Then hold a retrospective regarding agile practices

3. Attend the Lean training

• To take your practices to the next level

Page 74: Agile for Business

74

Summary

Page 75: Agile for Business

75agile != agile

• Oxford dictionary - “able to move quickly and easily”

• Manifesto for Agile Software Development

• Business Agility

• Agile Enterprise

Page 76: Agile for Business

76Review

Agile

The state of agile

How to be agile?

Scrum

User Stories

Experience agile

Page 77: Agile for Business

77Review, continued

Agile Fluency

Agile Enterprise

Page 78: Agile for Business

78Competencies

I am hopeful that you now can:

1. Describe agile, and how it differs from Scrum

2. Summarise the agile value proposition

3. Summarise the rules of Scrum

4. Describe what is a Scrumbut

5. Describe User Stories and what they are for

6. List several areas agile is used outside of software

7. List several agile practices that apply outside of software

8. Summarise Agile Fluency

9. Summarise company cultures relationship to Agile Fluency

10. Describe Business Agility

11. Summarise what is an Agile Enterprise

Page 79: Agile for Business

79Time to share

1 - 3 Key Learning Points

One person at a time

Your answers don’t have to be unique

https://www.flickr.com/photos/kellysue/

Page 81: Agile for Business

81

Thank you