I was CO-PMO for the recent PMConclave Dec 2012 event from PMI Mumbai Chapter. Theme of the event was "Delivering business results through agility". We had organised pre-conference "introduction to agile" sessions for all early bird registrants. This is the presentation that I had used.

1. Introduction to Agile
PM Conclave 2012 pre-conference event
Tushar Somaiya

2. What are we going to “discuss”?
 The need
 Birth of agile? Really!!
 What is agile? Or what does agility mean?
 How to achieve agility? Methodologies!?
 Is practicing a methodology enough?
 Does agile have any future? Or even present?
 Are you ready?

3. Expectations
 What
 What agile is
 Why agile, need?
 Brief of agile
methodologies
 Data points around
agile / agility
 How agile is changing
the way we work
 What not
 Sell agile
 Silver bullet
 Depth & details of each
methodologies
 Other methodologies
do not work
 How agile might work
for you?
 How to become agile?

4. Tushar Somaiya is a passionate professional coach who helps executives & teams
discover and unleash their true potential. He believes in a democratic organization
& self-organizing teams. He calls himself a servant leader. Through his
NueroScience based coaching & consulting, he has helped projects and
organizations turn agile and become truly high performing teams.
Tushar has 11 years of IT experience and over 5 years of agile experience.
Currently he is working with ThoughtWorks, Pune. He is known for his fun-filled,
hands-on interactive trainings & speeches at prestigious conferences. His blogs
have been re-published on ScrumAlliance & PMHut. He is an active volunteer at
ScrumAlliance & PMI Mumbai Chapter.
Tushar is a BCOM from Mumbai University. He is Results Certified Coach, Certified
Transformational Coach, Certified Scrum Master, Certified Scrum Professional,
Certified System Business Analysts & one of the first 500 PMI-Agile Certified
Professional.
Tushar believes in being hands-on and working with the team on ground. He has
managed multi-million dollar projects for huge conglomerate clients like PCFC,
Unilever & HSBC in fix bid as well as EDC/ODC TnM model.

5. 60 Steps (10 Mins)

6. Mingle (30 Mins)
 Name
 Company
 Role
 Experience
 Agile experience
 Interesting fact
 -------
 -------

7. Define Project Success (5 Mins)

8. Project Success?
 Shanghai Maglev Train
 The world's only
commercial maglev
system on a 30km run
between Shanghai's
financial district and the
city's Pudong airport

9. On Time And Budget?
 Construction of the line began in 1 March 2001[1] and
public service commenced on 1 January 2004.
 The top operational speed of this train is 431 km/h (268
mph),
 Faster than TGV in France
 Faster than the top speed of any Formula One car and
MotoGp prototype.
 It cost $1.2 billion to build.[3]

10. Success Or Failure?
 It is expensive - 50 yuan (US$5.40) for a one-way ticket
 The trains are 80% empty, making the service
commercially non-viable
 Ticket revenue is only 100 million yuan a year, so it will
take lot many more years to break even
 Could not be linked to the Shanghai underground mass-
transit system
 Doesn't really drop passengers off anywhere convenient
and they still have to take a taxi to their destinations

11. Project Success?

12. On Time And Budget?
 Production began in 1995 and was planned to be
released in July 1997. Actually got released in Dec 1997
 Filming Schedule was of 138 days but grew to 160
 Spent $200 million. Went up a lot more than T2 & True Lies
(7% or 8% of estimates)
 Absolute knowledge that the studio would lose $100m
 Crew even tried poisoning James

13. Success Or Failure?
 An initial worldwide gross of over $1.84 billion, it was the
first film to reach the billion-dollar mark
 A 3D version of the film, released on April 4, 2012 earned
an additional $343 million worldwide, which pushed
Titanic's worldwide total to $2.18 billion. It became the
second film to pass the two-billion mark (the first being
Avatar)
 4 Golden Globes, 14 Academy Award nominations and
won 11 and various other prestigious awards

14. Define Project Success

15. Value
(Releasable Product)
Quality
(Reliable, Adaptable Product)
Constraints
(cost, schedule, scope)
Speed to Value: The Agile Triangle

16. 75%will be replaced within 15years
1company is now replaced every 2weeks
61years 18years
1958 Today
Source: “Creative Destruction Whips through Corporate America”
Richard Foster, Innosight Executive Briefing, Winter 2012
S & P 500

17. There Is No More Normal
“Without exception, all of
my biggest mistakes
occurred because I
moved too slowly.”
--John Chambers, Cisco CEO,
“He [Chambers] also radically changed the
way he managed, turning a command-and-
control hierarchy into a more democratic
organizational structure.”

18. …survive the change
…exploit the change
Danger
Opportunity

19. Thriving On Future
Agility is the
ability to create
and respond to
change in order
to profit in a
turbulent
business
environment.

20. “88% of executives cite organisational
agility as key to global success.”
“50% say that agility is not only important,
but a core differentiator.”
Source: The Economist, Special Report on Agility, March 2009
Agility is a Strategic Issue

21. Software Success Rate?
 56% cost overrun
 84% time overrun
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS

22. CHAOS?
Source: Standish Group Study Reported at XP2002 by Jim Johnson, Chairman
64% of code never or rarely
used

23. What made your project succeed /
fail? (10 Mins)

24. Waterfall
50 %
done
?
1970, Dr Winston Royce published “Managing the Development of Large
Software Systems”, where the waterfall is first documented! he said “I
believe in this concept, but the implementation described above is
risky and invites failure”

25. A better way of doing the same…
End-to-End
small slices of
work
20 % done = 100 % usable

26. Inception
High level
requirements
release 1
release 2
release 3
Support
Support required at
the end of each
release

27. Incremental
Credits: Jeff Patton
 Build a system gradually
 Demonstrate progress

28. Iterative
Credits: Jeff Patton
 Multiple releases (every month or so)
 Iterations (usually one or two weeks)

29. Traditional Value Curve
Value Cost Ratio Curve (Traditional)
5 5 5 5
10
15
20
25
50
100
10
20
30
40
50
60
70
80
90
100
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10
Development Phases
VauleCapturedvsCostExpended
Value %
Cost %

30. Strategies
 Most valuable first
 Evolve features
 Determine right cut-
off
Value Cost Ratio Curve (Agile)
5
15
30
55
75
85
90
95 98 100
10
20
30
40
50
60
70
80
90
100
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10
Iteration
VauleCapturedvsCostExpended
Value %
Cost %
Where is the right cut-off point?
Agile Value Curve

31. Time
$ revenue
Idea
Solution
Definition
1-6
months
Launch Breakeven
Build
2-12
months
Build
starts
$ cost
Obtaining funding
2-12 months
Funding
Investment time maybe a
significant impediment to
getting to market quickly
Waterfall Investment

32. $ revenue
Idea
1 2 3
$ cost
Release
Each release
creates user
value
Time
Funding
For agile projects to be
agile they also need
short funding cycles
Agile Investment

33. Waterfall VS Agile
 Waterfall
 Relay race approach
 Clear, well defined and
fixed requirements
 System specs
 Analysis
 Design
 Coding
 Testing
 Agile
 Rugby approach
 Good for projects with
unknowns
 User stories rather than
detailed requirement
specs
 Ongoing analysis and
design
 Coding and testing in
tandem

34. Pros
 Waterfall
 Structured management
 Budget and schedule
predictability
 Control
 Scale
 Familiarity / often part of
organizational culture
 Agile
 Early ROI
 Flexibility
 Team control
 Better understanding of
both bigger picture and
immediate priorities
 Better delivery
 Higher visibility
 More client involvement

35. Cons
 Waterfall
 Late ROI
 Embeds rigidity
 Hierarchical control
 Lack of client involvement
 Big delivery surprises late
in the project
 Too much documentation
 Poor visibility
 Agile
 Learning curve
 Right set of practices
need to be used
 Need right kind of people
 More client involvement :
time
 Cross-functional teams

36. Values Exercise (10 Mins)
Customer collaboration
Contract Negotiations
Working Software
Comprehensive Documentation
Responding To Change
Following A Plan
Individuals & Interactions
Processes & Tools

37. Birth Of Agile? Really!
 Group of people came together to discuss and change
Thanks to ThoughtWorks

38. Process/ Practices
Iteration based
Principles
Non - iteration based
DSDM
XP
FDD
SCRUM
ASD
Lean
Prominent Methodologies

39. SCRUM

40. Flipping Pennies (1 Hour)

41. XP
http://www.extremeprogramming.org/

42. Planning / Feedback Loops

43. Kanban
 Visualize workflow
 Limit work in progress (WIP)
 Measure the lead time

44. InfoQ

45. InfoQ

46. InfoQ

47. InfoQ

48. What is Lean?
 The term "lean" was coined to describe Toyota's business
during the late 1980s by a research team headed by Jim
Womack, Ph.D., at MIT's International Motor Vehicle
Program
 The core idea is to maximize customer value while
minimizing waste.
 Simply, lean means creating more value for customers
with fewer resources.
http://www.lean.org/

49. What is Lean?
 The ultimate goal is to provide perfect value to the
customer through a perfect value creation process that
has zero waste.
 To accomplish this, lean thinking changes the focus of
management from optimizing separate technologies,
assets, and vertical departments to optimizing the flow of
products and services through entire value streams that
flow horizontally across technologies, assets, and
departments to customers.
 Eliminating waste along entire value streams, instead of
at isolated points.
http://www.lean.org/

50. Lean Principles
http://www.lean.org/

51. Lean Mindset
 - Purpose: What customer problems will the enterprise solve
to achieve its own purpose of prospering?
 - Process: How will the organization assess each major value
stream to make sure each step is valuable, capable,
available, adequate, flexible, and that all the steps are
linked by flow, pull, and leveling?
 - People: How can the organization ensure that every
important process has someone responsible for continually
evaluating that value stream in terms of business purpose
and lean process? How can everyone touching the value
stream be actively engaged in operating it correctly and
continually improving it?
http://www.lean.org/

52. Are methodologies enough?

53. Decentralization

54. Empower

55. Self-Organization

56. Equilateral Triangle (15 Mins)

57. Managers Turns Leaders

58. Managers Turns Leaders

59. Coaching As Leadership Style

60. Team Not Individual

61. Collaboration

62. M
i
n
d
s
e
t

63. Present
Version One – State Of Agile Survey 2011

64. Present
Version One – State Of Agile Survey 2011

65. Wikispeed Video

66. Future Of Agile?
 In schools?
 In manufacturing?
 In polio eradication?
 In construction?
 In Business?
 In Life?

67. Agile software development approach
Mindset & Culture?

68. Point And Walk

69. Feed Forward

70. Thank You
Tushar Somaiya
7875440898, 9869209689
www.tusharsomaiya.com
Tushar.somaiya@gmail.com