Contenu connexe Similaire à Ipma scrum keynote Similaire à Ipma scrum keynote (20) 2. Dhaval Panchal (twitter: @dhavalpanchal)
• Certified Scrum
Trainer
• Certified Scrum
Coach
• Process Zombie
detector
Favorite Quote:
“Stick to the basics and when you feel you have
mastered them it’s time to start all over again, begin
anew –again with the basics- this time paying more
attention.” – anonymous
© 2013 SolutionsIQ. Author: Dhaval Panchal
3. Agenda
• Why Agile?
• How is Agile different?
• What is Agile, and Scrum framework?
• Agile transformation guidelines
© 2013 SolutionsIQ. Author: Dhaval Panchal
5. “Agile is a fad, we just have to
wait this one out”
TrueMaybeFalse
Agile Poll
© 2013 SolutionsIQ. Author: Dhaval Panchal
6. “We are huge fans of agile, and are
using it in our most critical
programs”
CIO, Roger Barker
[Source: ComputerWorld, Fed Turns to agile
development as budget cuts loom, Janurary 22,
2013]
© 2013 SolutionsIQ. Author: Dhaval Panchal
8. “Early and frequent customer
involvement enables Agencies to
ensure that systems being
developed actually meet the needs
of the mission”
Source: Information Week, August 14, 2013: “Why feds are embracing agile”
© 2013 SolutionsIQ. Author: Dhaval Panchal
9. Section 804 - An Agile law
(a) NEW ACQUISITION PROCESS REQUIRED—The Secretary of Defense
shall develop and implement a new acquisition process for information
technology systems.
....
(2) be designed to include—
(A) early and continual involvement of the user;
(B) multiple, rapidly executed increments or releases of capability;
(C) early, successive prototyping to support an evolutionary
approach; and
(D) a modular, open-systems approach
National Defense Authorization Act 2010, Section 804
© 2013 SolutionsIQ. Author: Dhaval Panchal
11. 7th Annual State of Agile Survey
VersionOne
© 2013 SolutionsIQ. Author: Dhaval Panchal
12. How is Agile different?
© 2013 SolutionsIQ. Author: Dhaval Panchal
13. Agile vs. Waterfall : Key Difference
Source: Indeed.com : Trends, September 09. 2013
© 2013 SolutionsIQ. Author: Dhaval Panchal
15. Agile vs. Waterfall: Characteristics
Agile ____
Waterfall ____
© 2013 SolutionsIQ. Author: Dhaval Panchal
16. - Adapted from Geoffrey Moore’s Crossing the Chasm:
Technology Adoption Life Cycle
Image Source: www.whiteafrican.com
IT industry
is here
Enthusiasts
Visionaries
Pragmatists
Government IT
is here
Conservatives
Skeptics
Agile adoption cycle
Where is your
organization?
© 2013 SolutionsIQ. Author: Dhaval Panchal
19. The 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
documentation
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
20. Principles behind the Agile Manifesto*
1. Our highest priority is to satisfy the
customer through early and
continuous delivery of 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.
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
behavior accordingly.
* www.agilemanifesto.org/principles
22. Scrum
Based on Industry accepted
best practices, used to develop
complex products since the
early 1990’s
“It is what we already do, when
our back is against the wall”
- James Coplien
© 2013 SolutionsIQ. Author: Dhaval Panchal
24. Framework
You can employ various
processes and techniques
NOT A PROCESS for building
products
© 2013 SolutionsIQ. Author: Dhaval Panchal
34. ScrumMaster
Role
Servant as a leader
Responsible to ensure
scrum framework is
understood and
followed
© 2013 SolutionsIQ. Author: Dhaval Panchal
42. Satir Change Model
Image source: http://stevenmsmith.com/ar-satir-change-model/
© 2013 SolutionsIQ. Author: Dhaval Panchal
44. Organizations do not change,
people change. When enough
people have changed the
organization has changed.
© 2013 SolutionsIQ. Author: Dhaval Panchal
45. Yelling at people to change works
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
47. Change is fostered when learning
through experimentation is
encouraged
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
48. An organization through a successful
Agile transformation will work and
feel very different from its former
self
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
49. What kind of information,
structure and support can be
provided to help change process?
© 2013 SolutionsIQ. Author: Dhaval Panchal
51. Sustained Executive Support
Why?
• The single purpose, cause or belief
that serves as unifying, driving and
inspiring force
HOW?
• Guiding principles or actions an
organization takes to bring to life
their why?
• Strategies
What?
• Tactics
• Everything tangible an
organization says or does.
(example: Agile Development or
scrum)
© 2013 SolutionsIQ. Author: Dhaval Panchal
53. Planting Seeds
• Soft touch approach;
giving permission to
practice Agile approaches
• Enabling grassroots
transformation
• Least investment
• No real urgency for
change
• Not all seeds germinate
© 2013 SolutionsIQ. Author: Dhaval Panchal
54. “Burn the boats” : All-in pattern
• Signals management
commitment
• It may hurt a lot, but
not for long
• Resistant skepticism is
short lived
• Too much change too
fast
• Weak Agile mechanics
implementation
• “Sheep-dipping”
© 2013 SolutionsIQ. Author: Dhaval Panchal
55. Pilot team
• Proves to skeptics that
Agile approaches can
work in organization
• Builds Agile champions
for future teams
• Management gains
experience about scope
of change involved
• (aka, Management
building courage)
• Takes longer to start small
and scale
• Anti-bodies destroy
foreign element
© 2013 SolutionsIQ. Author: Dhaval Panchal
56. Rolling Wave
• Program approach
towards Agile
transformation
• Few teams at a time with
built in coaching support
• Large transformations
efforts
• Necessary to build
organization coaching and
training competency
• Probable assassination of
Agile spirit by middle-
management
• Must tackle
organizational fiefdoms
© 2013 SolutionsIQ. Author: Dhaval Panchal
57. - Adapted from Geoffrey Moore’s Crossing the Chasm:
Technology Adoption Life Cycle
Image Source: www.whiteafrican.com
PlantSeeds
PilotTeam
“Burn the boats” / All-In
Rolling Wave
Agile Adoption Strategies
© 2013 SolutionsIQ. Author: Dhaval Panchal
58. It is in the doing of the work that we
discover the work that we must do.
Doing exposes reality
- Maxims, Woody Zuill
© 2013 SolutionsIQ. Author: Dhaval Panchal
