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AGILE: WHAT AND WHY?
DAVID DRAPER, AGILE COACH AND SENIOR CONSULTANT
GLOBAL MUSCLE
– LOCAL BRAINS
UK // Global

€10M // €110M
70 // 1100 EMPLOYEES
2 // 15 OFFICES
1 // 8 COUNTRIES
We’re a digital
consultancy
providing strategic
solutions with
technical power &
creative edge
VALTECH: AGILE SERVICES

 AGILE TRANSFORMATION SERVICES
  AGILE COACHING, MENTORING AND SEEDING


 AGILE TRAINING
   AGILE ACADEMY
   ENGINEERING TOOLSMITHS
   AGILE PROJECT MANAGEMENT

 AGILE SOFTWARE DEVELOPMENT
 PROVIDE FLEXIBLE ENGAGEMENT AND COMMERCIAL MODEL
OUR DIFFERENTIATORS

 PRAGMATIC APPROACH TO AGILE

 FLEXIBLE COMMERCIAL MODELS
WHY ?
BUSINESSES ADOPT AGILE TO …
WHAT WAS THE MOST IMPORTANT REASON FOR ADOPTING
AGILE WITHIN YOUR TEAM OR ORGANISATION?

 ACCELERATE TIME TO MARKET - 22%

 ENHANCE ABILITY TO MANAGE CHANGING REQUIREMENTS - 21%

 INCREASE PRODUCTIVITY - 12%

 ENHANCE SOFTWARE QUALITY 10%

 ALSO:
    ALIGNMENT BETWEEN BUSINESS AND IT, PROJECT VISIBILITY,
    RISK MANAGEMENT, SIMPLIFIED PROCESS, INCREASED
    ENGINEERING DISCIPLINE, REDUCE COST, ENHANCE MAINTAINABILITY,
    IMPROVE TEAM MORALE
STATE OF AGILE DEVELOPMENT
 SURVEY AUGUST 2008
  State of Agile Development Survey August 2008


        Q. What Value have you actually realised from implementing Agile Practices?
                                                        Improved   Significantly Improved
       Improved Project Visibility                       41.8 %            41.5 %

       Increased Productivity                            50.5 %           23.6 %

       Enhance Software Quality                          44.3 %           24.0 %

       Reduce Cost                                       30.4 %            7.6 %

       Simplify Development Process                      48.1 %           19.5 %

       Improve/Increase Engineering Discipline           42.0 %           17.8 %

       Improved Team Morale                              44.1 %           29.8 %

       Enhance Ability to Manage changing Priorities     42.1 %           50.5 %

       Accelerate Time to Market                         41.3 %           23.6 %

       Reduce Risk                                       48.0 %           16.6 %

       Manage Distributed Teams                          22.1 %            6.9 %

       Improve Alignment Between IT and Business         38.8 %           27.5 %

       Enhance Software Maintainability/Extensibility    39.3 %           16.6 %
WHAT ?
WHAT?   http://www.agilemanifesto.org/
AGILE WAS A REACTION TO …

 HEAVYWEIGHT SOFTWARE DEVELOPMENT PROCESSES
    HIGH COST OF FAILURE
    LOW TRUST


 PROJECT SUCCESS PERCEIVED TO DEPEND ON
    DEFINED PROCESSES
    EARLY COMPREHENSIVE, FIXED SPECIFICATION


 PROGRESS ESTABLISHED THROUGH CREATION OF ARTEFACTS
    PUNITIVE CHANGE MANAGEMENT
    REQUIREMENTS PERISHABLE
MYTHS

NO UPFRONT PLANNING      INCREMENTAL APPROACH SPREADS PLANNING THROUGHOUT THE
                         PROJECT.

NO DOCUMENTATION         ONLY USABLE AND VALUABLE DOCUMENTATION PRODUCED.

LOSS OF MANAGEMENT       PROJECT STATUS MEASURED ON WORKING, TESTED SOFTWARE
CONTROL                  PROVIDES FULL VISIBILITY.

LACK OF PREDICTABILITY   REPLACE SPECULATIVE PLANS WITH FEATURE-DRIVEN SHORT AND
                         LONG TERM PLANNING.

LACK OF ENGINEERING      THE CONTINUOUS DELIVERY OF RUNNING, TESTED SOFTWARE EVERY
DISCIPLINE               FEW WEEKS REQUIRES ULTIMATE DISCIPLINE.

INABILITY TO SCALE       LARGE PROJECTS BROKEN DOWN INTO CO-ORDINATED SMALLER
                         PROJECTS REDUCES RISK.
AM I AGILE?
CONTRACTS
COMMAND AND CONTROL
DISTRIBUTED TEAMS
PREDICTIVE


                 CONTINUUM


                         COLLABORATION
                         SERVANT LEADERSHIP
                         COLLOCATED TEAM
                         ADAPTIVE
PROJECT LANDSCAPE

              BUSINESS

             AGILITY
              AGILE
             PROJECT
           MANAGEMENT

          AGILE SOFTWARE
           ENGINEERING
WHAT DOES AN AGILE PROCESS LOOK
 LIKE?
    INDUSTRY
 BEST-PRACTICE?
PLAN     DO     CHECK      ADAPT

               DO



       PLAN             CHECK



              ADAPT
SCRUM
  A LIGHT-WEIGHT FRAMEWORK FOR PRODUCT DEVELOPMENT
  EXTREMELY SIMPLE AND VERY HARD
                                                 DAILY STANDUP
                                                    MEETING
                     SPRINT                     (“DAILY SCRUM”)
PRODUCT            PLANNING
 OWNER              MEETING                           SPRINT DEMO
         PRODUCT
                                                       AND REVIEW
         BACKLOG                   WORKDAY
                                                        MEETING
                                   ONE DAY




                          SPRINT
                         BACKLOG
                                     SPRINT
                                   14-30 DAYS

SCRUM
Master

                                         WORKING SOFTWARE
                                         OTHER DELIVERABLES
EXTREME PROGRAMMING
                                                      VALUES:
                         WHOLE TEAM                   FEEDBACK
                                                      COMMUNICATION
                                                      SIMPLICITY
                                                      COURAGE
            COLLECTIVE                   CODING       RESPECT
            OWNERSHIP     TEST-DRIVEN   STANDARD
                         DEVELOPMENT


                                                   PLANNING
 CUSTOMER         PAIR              REFACTURING
              PROGRAMMING                            GAME
   TESTS
                                        SUSTAINABLE
       CONTINUOUS
                           SIMPLE          PLACE
       INTEGRATION
                           DESIGN


                         METAPHOR


                     SMALL RELEASES                       www.XProgramming.com
LEAN SOFTWARE DEVELOPMENT
 FOCUS ON VALUE
 FOCUS ON FLOW (INVENTORY, WIP)
 INVENTORY IS A LIABILITY
 ELIMINATE WASTE             PROJECT ALPHA – CUMULATIVE FLOW

 KAIZEN
 CONTINUOUS
 IMPROVEMENT
 PULL
 LIMIT WORK IN PROGRESS
 BALANCE DEMAND AND
 THROUGHPUT
IMPEDIMENTS TO AGILE
 DEDICATED TEAM
    COMMITMENT IS DIFFICULT IN A CULTURE OF INTERRUPTIONS

 CO-LOCATED TEAMS
    DISTRIBUTION IS A MAJOR IMPEDIMENT


 CROSS FUNCTIONAL TEAM
    WHAT DOES COMPLETE MEAN FOR THE TEAM?
    WHAT ARE WE DEMONSTRATING?
    THE TEAM MUST BE ABLE TO COMPLETE A FEATURE WITHOUT OUTSIDE
    HELP


 MANAGEMENT SPONSORSHIP
    TO PROTECT AND SUPPORT THE TEAM
    TO RESOLVE IMPEDIMENTS
ENABLERS
ORGANISATIONAL CHANGE
             THE GREATEST
              LEADER IS A
          SERVANT. DON’T BE
           A BOSS. BE A REAL
               LEADER ...


SERVANT
LEADERSHIP
OVER COMMAND
AND CONTROL
RESPONSIBILITY // TRUST

INDIVIDUAL
CHANGE
HELPFUL ENGINEERING PRACTICES

 TEST FIRST DEVELOPMENT

 REFACTORING / EVOLUTIONARY DESIGN

 CONTINUOUS INTEGRATION

 PAIR PROGRAMMING

 RETROSPECTIVES

 RELATIVE ESTIMATION
RETROSPECTIVE

QUESTIONS
 WHAT WENT WELL?
 WHAT HAVE WE LEARNT?
 WHAT WOULD WE LIKE TO DO DIFFERENTLY?
 WHAT STILL PUZZLES US?


ACTIONS
 WHAT ACTIONS CAN WE TAKE FORWARD IMMEDIATELY?
 WHAT LARGER ACTIONS SHOULD BE NEGOTIATED?
 WHAT ISSUES NEED TAKING BACK TO THE ORGANISATION?
DONENESS

 DEFINE DONE EARLY

 REVIEW DONE-NESS OFTEN
BEWARE OF TECHNICAL DEBT

USE THIS TERM AND ENSURE THAT PROJECT SPONSORS
UNDERSTAND

CONSIDER WHO OWNS TECHNICAL DEBT
    THIS IS AN ATTRIBUTE OF THE SYSTEM


MANAGED DEBT IN TERMS OF
    COST OF OWNERSHIP
    RISK
    COST OF REMOVAL
    BENEFIT OF REMOVAL (RELATED TO RISK AND OPPORTUNITY)
?

ANY QUESTIONS …
david.draper@valtech.co.uk
http://twitter.com/david_draper
http://agiledesign.co.uk

http://www.valtech.co.uk
http://blog.valtech.co.uk
http://twitter.com/valtech

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Introduction to Agile by David Draper

  • 1. AGILE: WHAT AND WHY? DAVID DRAPER, AGILE COACH AND SENIOR CONSULTANT
  • 2. GLOBAL MUSCLE – LOCAL BRAINS UK // Global €10M // €110M 70 // 1100 EMPLOYEES 2 // 15 OFFICES 1 // 8 COUNTRIES
  • 3. We’re a digital consultancy providing strategic solutions with technical power & creative edge
  • 4. VALTECH: AGILE SERVICES AGILE TRANSFORMATION SERVICES AGILE COACHING, MENTORING AND SEEDING AGILE TRAINING AGILE ACADEMY ENGINEERING TOOLSMITHS AGILE PROJECT MANAGEMENT AGILE SOFTWARE DEVELOPMENT PROVIDE FLEXIBLE ENGAGEMENT AND COMMERCIAL MODEL
  • 5. OUR DIFFERENTIATORS PRAGMATIC APPROACH TO AGILE FLEXIBLE COMMERCIAL MODELS
  • 7. BUSINESSES ADOPT AGILE TO … WHAT WAS THE MOST IMPORTANT REASON FOR ADOPTING AGILE WITHIN YOUR TEAM OR ORGANISATION? ACCELERATE TIME TO MARKET - 22% ENHANCE ABILITY TO MANAGE CHANGING REQUIREMENTS - 21% INCREASE PRODUCTIVITY - 12% ENHANCE SOFTWARE QUALITY 10% ALSO: ALIGNMENT BETWEEN BUSINESS AND IT, PROJECT VISIBILITY, RISK MANAGEMENT, SIMPLIFIED PROCESS, INCREASED ENGINEERING DISCIPLINE, REDUCE COST, ENHANCE MAINTAINABILITY, IMPROVE TEAM MORALE
  • 8. STATE OF AGILE DEVELOPMENT SURVEY AUGUST 2008 State of Agile Development Survey August 2008 Q. What Value have you actually realised from implementing Agile Practices? Improved Significantly Improved Improved Project Visibility 41.8 % 41.5 % Increased Productivity 50.5 % 23.6 % Enhance Software Quality 44.3 % 24.0 % Reduce Cost 30.4 % 7.6 % Simplify Development Process 48.1 % 19.5 % Improve/Increase Engineering Discipline 42.0 % 17.8 % Improved Team Morale 44.1 % 29.8 % Enhance Ability to Manage changing Priorities 42.1 % 50.5 % Accelerate Time to Market 41.3 % 23.6 % Reduce Risk 48.0 % 16.6 % Manage Distributed Teams 22.1 % 6.9 % Improve Alignment Between IT and Business 38.8 % 27.5 % Enhance Software Maintainability/Extensibility 39.3 % 16.6 %
  • 10. WHAT? http://www.agilemanifesto.org/
  • 11. AGILE WAS A REACTION TO … HEAVYWEIGHT SOFTWARE DEVELOPMENT PROCESSES HIGH COST OF FAILURE LOW TRUST PROJECT SUCCESS PERCEIVED TO DEPEND ON DEFINED PROCESSES EARLY COMPREHENSIVE, FIXED SPECIFICATION PROGRESS ESTABLISHED THROUGH CREATION OF ARTEFACTS PUNITIVE CHANGE MANAGEMENT REQUIREMENTS PERISHABLE
  • 12. MYTHS NO UPFRONT PLANNING INCREMENTAL APPROACH SPREADS PLANNING THROUGHOUT THE PROJECT. NO DOCUMENTATION ONLY USABLE AND VALUABLE DOCUMENTATION PRODUCED. LOSS OF MANAGEMENT PROJECT STATUS MEASURED ON WORKING, TESTED SOFTWARE CONTROL PROVIDES FULL VISIBILITY. LACK OF PREDICTABILITY REPLACE SPECULATIVE PLANS WITH FEATURE-DRIVEN SHORT AND LONG TERM PLANNING. LACK OF ENGINEERING THE CONTINUOUS DELIVERY OF RUNNING, TESTED SOFTWARE EVERY DISCIPLINE FEW WEEKS REQUIRES ULTIMATE DISCIPLINE. INABILITY TO SCALE LARGE PROJECTS BROKEN DOWN INTO CO-ORDINATED SMALLER PROJECTS REDUCES RISK.
  • 13. AM I AGILE? CONTRACTS COMMAND AND CONTROL DISTRIBUTED TEAMS PREDICTIVE CONTINUUM COLLABORATION SERVANT LEADERSHIP COLLOCATED TEAM ADAPTIVE
  • 14. PROJECT LANDSCAPE BUSINESS AGILITY AGILE PROJECT MANAGEMENT AGILE SOFTWARE ENGINEERING
  • 15. WHAT DOES AN AGILE PROCESS LOOK LIKE? INDUSTRY BEST-PRACTICE?
  • 16. PLAN DO CHECK ADAPT DO PLAN CHECK ADAPT
  • 17. SCRUM A LIGHT-WEIGHT FRAMEWORK FOR PRODUCT DEVELOPMENT EXTREMELY SIMPLE AND VERY HARD DAILY STANDUP MEETING SPRINT (“DAILY SCRUM”) PRODUCT PLANNING OWNER MEETING SPRINT DEMO PRODUCT AND REVIEW BACKLOG WORKDAY MEETING ONE DAY SPRINT BACKLOG SPRINT 14-30 DAYS SCRUM Master WORKING SOFTWARE OTHER DELIVERABLES
  • 18. EXTREME PROGRAMMING VALUES: WHOLE TEAM FEEDBACK COMMUNICATION SIMPLICITY COURAGE COLLECTIVE CODING RESPECT OWNERSHIP TEST-DRIVEN STANDARD DEVELOPMENT PLANNING CUSTOMER PAIR REFACTURING PROGRAMMING GAME TESTS SUSTAINABLE CONTINUOUS SIMPLE PLACE INTEGRATION DESIGN METAPHOR SMALL RELEASES www.XProgramming.com
  • 19. LEAN SOFTWARE DEVELOPMENT FOCUS ON VALUE FOCUS ON FLOW (INVENTORY, WIP) INVENTORY IS A LIABILITY ELIMINATE WASTE PROJECT ALPHA – CUMULATIVE FLOW KAIZEN CONTINUOUS IMPROVEMENT PULL LIMIT WORK IN PROGRESS BALANCE DEMAND AND THROUGHPUT
  • 20. IMPEDIMENTS TO AGILE DEDICATED TEAM COMMITMENT IS DIFFICULT IN A CULTURE OF INTERRUPTIONS CO-LOCATED TEAMS DISTRIBUTION IS A MAJOR IMPEDIMENT CROSS FUNCTIONAL TEAM WHAT DOES COMPLETE MEAN FOR THE TEAM? WHAT ARE WE DEMONSTRATING? THE TEAM MUST BE ABLE TO COMPLETE A FEATURE WITHOUT OUTSIDE HELP MANAGEMENT SPONSORSHIP TO PROTECT AND SUPPORT THE TEAM TO RESOLVE IMPEDIMENTS
  • 22. ORGANISATIONAL CHANGE THE GREATEST LEADER IS A SERVANT. DON’T BE A BOSS. BE A REAL LEADER ... SERVANT LEADERSHIP OVER COMMAND AND CONTROL
  • 24. HELPFUL ENGINEERING PRACTICES TEST FIRST DEVELOPMENT REFACTORING / EVOLUTIONARY DESIGN CONTINUOUS INTEGRATION PAIR PROGRAMMING RETROSPECTIVES RELATIVE ESTIMATION
  • 25. RETROSPECTIVE QUESTIONS WHAT WENT WELL? WHAT HAVE WE LEARNT? WHAT WOULD WE LIKE TO DO DIFFERENTLY? WHAT STILL PUZZLES US? ACTIONS WHAT ACTIONS CAN WE TAKE FORWARD IMMEDIATELY? WHAT LARGER ACTIONS SHOULD BE NEGOTIATED? WHAT ISSUES NEED TAKING BACK TO THE ORGANISATION?
  • 26. DONENESS DEFINE DONE EARLY REVIEW DONE-NESS OFTEN
  • 27. BEWARE OF TECHNICAL DEBT USE THIS TERM AND ENSURE THAT PROJECT SPONSORS UNDERSTAND CONSIDER WHO OWNS TECHNICAL DEBT THIS IS AN ATTRIBUTE OF THE SYSTEM MANAGED DEBT IN TERMS OF COST OF OWNERSHIP RISK COST OF REMOVAL BENEFIT OF REMOVAL (RELATED TO RISK AND OPPORTUNITY)