Surfing the Agile Wave

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© Agile Experience Ltd

WELCOME

Workshop Room 2


Rachel Davies - Surfingthe Agile Wave

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Surfing the Agile Wave

by Rachel Davies


Introductions

About me:

• Independent consultant / trainer

• Used Agile approaches since 2000

• Author of “Agile Coaching” book

About you:

• Not tried Agile yet?

• Just got started with Agile?

• Been Agile for a while?

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Desire

Many companies attracted to Agile benefits:• Getting software out earlier• Being responsive to customers• Lightweight approach

They are often struggling to cope with paceof change and being able to predict whatwill be ready when.


How do we get started?

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Try It

Most companies start with pilotprojects to prove approach canwork for them.

• Often safe candidates• Isolated from mainstream issues

Make do with current infrastructure:tools, environment, organisationstructure


Jumping In

Subsequent Agile projects don’t get the sameattention:

• Not ideal candidates for Agile

• Core principles ignored

• Support for Agile is weak

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No TimeRushing so not doing things properly

Cargo CultLooks Agile

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Scrum ButOnly do the easy parts


Submerged Obstacles to Agile

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Agile is pervasive

Agile can have impact on many areas:• Team composition• Office furniture• Build environments• Hiring policy• Line management• Incentives


Traditional Approach

Phases of activity focused on a fixed-scope release.

• Divide the work

• Resist change

• Communicate via documents

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Agile is not speeding this up

• Agile is not a caseof “do less, go faster”

• Mistake to thinkreplacing:-– Process– Role descriptions– Tools– Templates– Training


Agile is ..

Concurrent activity to create continuous flow ofreleases.

• Develop iteratively

• Cross-functional teams

• Frequent releases

Make a little, sell a little, learn a little

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Agile depends on Teamwork

Real-time interactions rather than process orchestratedvia artefacts.


Agile ValuesWe are uncovering better ways of developing software by doing it and helpingothers do it. Through this work we have come to value:

Individuals & Interactions over Processes & Tools

Working software over Comprehensive documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

While there is value in the items on ��the right,we value the items on the left more.

www.agilemanifesto.org

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Agile Manifesto Principles (1)

• Our highest priority is to satisfy the Customer��through early and continuous delivery �� ofvaluable software

• Welcome changing requirements, evenlate in development. Agile processes harnesschange for ��the customer's competitive advantage.

• Deliver working software frequently,from a couple of weeks to a couple of months,with a ��preference to the shorter timescale.

• Business people and developers must worktogether daily throughout the project.



• Build projects around motivated individuals. ��Givethem the environment and support theyneed, ��and trust them to get the job done• The most efficient and effective method ofconveying information to and within a developmentteam is face-to-face conversation.• Working software is the primary measure ofprogress• Agile processes promote sustainabledevelopment. ��The sponsors, developers, andusers should be able ��to maintain a constant paceindefinitely.

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• Continuous attention to technical excellence��and good design enhances agility.• Simplicity--the art of maximizing the amount ��ofwork not done--is essential.• The best architectures, requirements, and designs��emerge from self-organizing teams• At regular intervals, the team reflects on how ��tobecome more effective, then tunes and adjusts ��itsbehavior accordingly.


What Support Is Needed?

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Get Serious about Delivery

Environment matters

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Broken Pipelines

• How we buildsoftware needsattention to improveflow.

• Often the pipeline tolive is broken andrequires manualintervention to getsoftware out tocustomers.


Teamwork relies on Motivation

• Make vision andbenefits clear

• Permission to try newapproach

• Empower team tomake choices abouthow they work

• Build awareness andresponsibility

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New Skills Take Time

Becoming agile requires:• Understanding principles• Time to practice• Coaching to avoid old habits


Strive for Quality

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Encourage Experiments


Take Time to Reflect

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Be Patient

Change takes time


Further ReadingMike Cohn

• “Succeeding with Agile”

Rachel Davies & Liz Sedley

• “Agile Coaching”

James Shore & Shane Warden

• “The Art of Agile Development”

Jez Humble & Dave Farley

• “Continuous Deployment”

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Any Questions?

Get in touch– Email: [email protected]– Twitter: @rachelcdavies– Blog: http://agilecoach.typepad.com/– Web: http://www.agilexp.com

Date post:	06-May-2015
Category:	Technology
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Surfing the Agile Wave

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