The document discusses agile as an active risk management strategy for software development projects. It notes that agile approaches can help reduce costs, delay, and increase benefits and value. The document also provides evidence that agile methods have benefits like increased productivity, quality and stakeholder satisfaction. It discusses how many large companies and government organizations like the DoD have adopted agile. Finally, it outlines a suggested agile transition approach using coaches over several phases.

1. Agile, Benefits & Transition Approach Michael Sahota (Gerry Kirk) Nov, 2009

2. Agile As Active Risk Management Strategy

3. Software development has risks http://www.flickr.com/photos/andrewb47/2699077309 (That cost money, reduce value, delay benefits)

4. Action: Release early Risk: Build more than needed http://www.flickr.com/photos/atelier_tee/212176187/ http://www.flickr.com/photos/jlt/307912587  cost  benefit delay

5. Action: Work on highest priority items first Risk: Build lower priority items http://www.flickr.com/photos/dermoidhome/3315663673  value  benefit delay (or run out of budget)

6. Risk: Poor quality software - buggy, not maintainable http://www.flickr.com/photos/smitty/2245445147  cost  value Action: Use proven software engineering practices

7. Action: Focus on Working Software using Continuous Planning Risk: Discover needs late in project, but unable to build them  value http://mwiki.kostigoff.net/index.php?title=Methodology::_Change_Control

8. Risk: Build the wrong thing right  cost  delay Action: Communication & Continuous Feedback

9. Evidence that Agile Works

10. Agile has significant benefits Productivity Business Stakeholder Satisfaction Quality Graphics Copyright 2008 Scott W. Ambler www.ambysoft.com/surveys/ Source: 2008 Dr. Dobbs adoption survey

12. 16% more productive

13. Able to maintain normal defect counts despite significant schedule compression From “ The Agile Impact Report” (sponsored by Rally) : QSMA benchmarked 29 Agile development projects against a database of 7,500 primarily traditional development projects.

16. Yahoo

17. Google

18. Electronic Arts

19. High Moon Studios

20. Lockheed Martin

21. Philips

22. Siemens

23. Nokia

24. Capital One

25. BBC

27. Nielsen Media

28. First American Real Estate

29. BMC Software

30. Ipswitch

31. John Deere

32. Lexis Nexis

33. Sabre

34. Salesforce.com

35. Time Warner

36. Turner Broadcasting

37. Oce CC Mountain Goat Software LLC

39. In-house development

40. Contract development

41. Fixed-price projects

42. Financial applications

43. ISO 9001-certified applications

44. Embedded systems

45. 24x7 systems with 99.999% uptime requirements

47. FDA-approved, life-critical systems

48. Satellite-control software

49. Websites

50. Handheld software

51. Mobile phones

52. Network switching applications

53. ISV applications

54. Some of the largest applications in use CC Mountain Goat Software LLC

55. Agile Transition Approach What to expect with Coaches

56. 15+ years in IT Director Software Development Project Manager V.P. Research and Development Senior J2EE Developer Team Lead C++ Developer Architect Researcher Enterprise Architect Java Developer B.A.Sc. in Engineering Science M.Sc. in Computer Science

57. 8 years working with Agile

58. About Gerry

60. Assessment (3-4 days) Product Mgr Management Infrastructure, IT, & office BA/SME DEV DEV DEV DEV DEV QA Lean Workshop Everybody Interviews with 3-5 people 5-9 people cross-functional Results and Transition Plan Transition Team

61. Training (2-3 days) Image: fluidpowerzone.com

62. Project Launch (2-4 days) + Charter

63. Early Iterations (6 – 10 weeks)

64. Sustaining Culture ( length? )

66. What questions do you have?