AGILITY
AGILITY
Any Idea About the Success Rates in Software Projects?
What Do Customers
Want!?
Faster T2MDeliver Smart Solutions
Be FlexibleDeliver Quality
With Lower Cost
Sure, Why Not!
WATERFALL
HOW IT WORKS?
No Hurry. Take Your
Time, Define The
Deee…tailed Scope
Up Front!
Be sure about the
scope. Precise targets create
success!?
The Standish Group has stated for many years that clear goals are achieved when all the stakeholders are focused on and understand the core values of the project. We believed that goal clarity and focus were essential to a successful project. However,measuring success by both the Traditional and Modern metrics we found the opposite to be true.
Upss..Also, We Know That 35% Of Initial Scope Will Change
During Development On Avg
Source: Advanced Methods Inc.
HMM CHANGES?
WHY?
Customers Don’t Know What They Want
Organizations, people and markets are not machines. These are complex (living) systems.
COMPLEX CHAOTICORDERED
fully predictable somewhatunpredictable
veryunpredictable
Most of the today’s business
lives in here
In an unpredictable environment, people have a tendency to experiment, learn and improve the result at hand. This is our nature.
At What Phase Of a Project, You Start To Get Most Of The Change Requirements?
Even If There Is No Change In The Market,
User Experience Will Probably Trigger New Desires
Market Also Changes Really Fast
+
Hmm Interesting, Got It. But Sorry,
‘NO CHANGE’Accepted
Till Phase 2
By The Way, Phase 2 Will Be Year Later
If No Change In
Scope Allowed,
Then I Will Ask For
Anything I Can
Imagine..
Ok, Lets Go Back.
Why Software Guys Say No To
Change?
Issue Is: We Have Tough
Deadlines & Changes Increase
Probability Of Missing It Which
Is Not Acceptable
So…Catch The Deadline (if can) Probably With The Wrong Product…
There Is No Wrong Product! There Are Untrained People!
The Ultimate Summary
Catch the Deadline (follow the plans)
Pressure
No Change On Scope!
Upfront Detailed Analysis
Waste FeaturesHigher Cost
May Decrease Quality
Unsatisfied Users
Trigger Change
put m
ore
pres
sure
Catch the Deadline (follow the plans)
Pressure
The Ultimate Root Cause
What Is The
Importance of
Deadline?
DEADLINE ?= T2Mbasically we do not want to be late
to the market
Don’t Be Late! Start Small?
>6 months <1 month
T2M Is Associated With
Value Proposition, Prioritization &
Frequent Delivery
PARETO RULE
FREQUENTLY DELIVERINGSIMPLEST, VALUEABLE OUTCOME
OLD ECONOMY
NEW ECONOMY
SO, WHAT TO DO?
We NeedMore
Resources!
UtilizePeople? Sorry
resources?
Source: http://blog.codinghorror.com/the-multi-tasking-myth/
Get MoreIndividualHeroes?
Will ThatReallyWork?
NO HEROES!WE NEED RADICAL COLLABORATION!
EmpowerManagers, They WillControl It?
Project Type Characteristics Leader’s Job
Chaotic
High TurbulenceNo clear cause-‐and-‐effectUnknowablesMany decisions and no time
Immediate action to re-‐establish orderPrioritize and select actionable workLook for what works rather than perfectionAct, sense, respond
ComplexMore unpredictability than predictabilityEmergent answersMany competing ideas
Create bounded environments for actionIncrease levels of interaction and communicationServant leadershipGenerate ideasProbe, sense, respond
ComplicatedMore predictability than unpredictabilityFact-‐based managementExperts work out wrinkles
Utilize experts to gain insightsUse metrics to gain controlSense, analyze, respondCommand and control
Simple
Repeating patterns and consistent eventsClear cause-‐and-‐effectWell establish knownsFact based management
Use best practicesExtensive communication not necessaryEstablish patterns and optimize to themCommand and control
Source: “Management Frameworks,” Harvard Business Review, October 2008
Management Style Mismatch!
SomethingElse?
We Need a ParadigmShift in the Way We
WorkToday
AGILE is;Flexibility, capacity and the
capability of rapidly and efficiently “adapting” to “change”
AGILE IS A THOUGT SYSTEM
Responding to change
AGILE IS A THOUGT SYSTEM
Working as a team, focusing on customer, delivering value and
continuously improving
AGILE IS A THOUGT SYSTEM
Building a team based workplace environment to allow people to achieve their maximum potential
AGILE IS A THOUGT SYSTEM
ITERATIVE & INCREMENTAL APPROACH
What About TheProgress?
How Much Already DONE?
What AboutThe Progress?How Much Already DONE?
Most of the documentation,
none of the actual product
May be more than 20-30% of the
actual product is working
What About Your
Agility?
Communication level in your team
Decision making structure
Accountability level
Frequency of customer involvement
Speed of handling change requests
Working output delivery frequency
Testing process
Analysis process
Authentication policies
Progress transparency
Learning & improvement culture
Face to face, open, frequent Mostly written, not frequent
Collaborative, as a team Top down, one man show
Personal responsibilityCommitment as a team
Frequently At the beginning & end
At most in few weeks Takes more than 2 months
At most in few weeks Takes more than 2 months
Continuously throughout the project
As a whole at the end
Detailed upfrontOngoing
Self organizing & correcting Bureaucratic
Measured and visible Sensational progress tracking
Frequently improving things Status quo is the habit
Score Yourself 15
NOT YET AGILEAGILE
SCRUM For Agility
Scrum is a framework within which people can address complex problems, and productively and creatively deliverproducts of the highest possible value. It is the most preferential and mostly used management tool among all Agile methodologies.
ROLES IN SCRUM
Product Owner
ScrumMaster
Development Team
• Optimizes the value of the Product• Creates and maintains the Product Backlog• Chooses what and when to release• Represents stakeholders and customers to the
Development Team
• Creates the product Increment• Operates in a series of Sprints• Organizes itself and its work• Collaborates with Product Owner to optimize value
• Enacts Scrum values, practices, and rules throughout the organization
• Ensures the Scrum Team is functional and productive
• Provides guidance and support for the Scrum Team
Reference: Scrum.org
ARTIFACTS IN SCRUM
All Product Backlog items selectedfor a Sprint
+
A plan by the Development Team to deliver them
• An ordered list of desirements
• Potential features of the product
• The single source of truth for what is planned in the product
PRODUCT BACKLOG
SPRINT BACKLOG
Reference: Scrum.org
EVENTS IN SCRUMReference: Scrum.org
daily time-boxed event of 15 minutes, or less, for the
Development Team to re-plan the next day of development
work during a Sprinttime-boxed event of 1 day, or less, to start a
Sprint. It serves for the Scrum Team to inspect
the work from the Product Backlog that’s most valuable to be
done next and design that work into Sprint
backlog
time-boxed event of 4 hours, or less, to conclude the
development work of a Sprint. It serves for the Scrum Team and the stakeholders to inspect the Increment of product resulting
from the Sprint
time-boxed event of 3 hours, or less, to end a Sprint. It serves for the Scrum Team to inspect the past Sprint and plan for improvements to be enacted during the next
Sprint
PLANNING MEETINGDAILY SCRUM
SPRINT REVIEW
SPRINT RETROSPECTIVE
Seems Easy.WhereToStart To
TransformInto Agility?
It is aMulti Level
Transformation
What Would Get a Pea-
Hater Kid To Eat Peas ?
Tell him to eat peas as a parental authority ?
Reward him with ice cream if he did eat
Eat peas as a good role model
Explain the reasons why eating peas is good for himwww.acm-‐software.com
Birch* Found One Thing That Worked
Predictably: Peer Pressure
We tend to conform to the behavior of people around us
* Researcher, Leann Lipps Birch, University of Illinois
Just Start Small, Others Will Follow
THANK YOU!www.acm-software.com