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© RADTAC Ltd 2014 – All rights reserved
The Why, How and What of Agile? Dragan Jojic and Darren Wilmshurst
© RADTAC Ltd 2014 – All rights reserved
Stand-‐up
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert
© RADTAC Ltd 2014 – All rights reserved
We believe in challenging the status quo and in the innate ability of people to rise to the challenges of
their organisa>on
One-‐stop agile shop
16 YEARS
Culture Consultancy Talent Training
© RADTAC Ltd 2014 – All rights reserved
Mindset
Values
Principles
Practices
Tools &Processes
We use JIRA
We do stand-‐ups
We are co-‐located
We do just enough documenta>on
We work together
What is agile?
© RADTAC Ltd 2014 – All rights reserved
Percep>on
Itera>ve development
Comms & collabora>on
Self-‐governance and accountability
Learn (oNen)
Priori>sa>on (oNen)
Deliver value (oNen)
What does Agile mean for you?
© RADTAC Ltd 2014 – All rights reserved
Mindset
Values
Principles
Practices
Tools &Processes
Agile manifesto
Source: http://agilemanifesto.org
© RADTAC Ltd 2014 – All rights reserved
12 Principles of the Agile Manifesto
1. Our highest priority is to sa>sfy the customer through early and con>nuous delivery of business value.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's compe>>ve advantage.
3. Deliver business value frequently, from a couple of weeks to a couple of months, with a preference to the shorter >mescale.
4. Business people and developers must work together daily throughout the project.
…
Mindset
Values
Principles
Practices
Tools &ProcessesSource: http://agilemanifesto.org
© RADTAC Ltd 2014 – All rights reserved
12 Principles of the Agile Manifesto
… 5. Build projects around mo>vated individuals. Give them the
environment and support they need, and trust them to get the job done.
6. The most efficient and effec>ve method of conveying informa>on to and within a development team is face-‐to-‐face conversa>on.
7. Business value 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.
… Mindset
Values
Principles
Practices
Tools &ProcessesSource: http://agilemanifesto.org
© RADTAC Ltd 2014 – All rights reserved
12 Principles of the Agile Manifesto
… 9. Con>nuous aben>on to technical excellence and good design
enhances agility. 10. Simplicity-‐-‐the art of maximizing the amount of work not
done-‐-‐is essen>al. 11. The best architectures, requirements, and designs emerge
from self-‐organizing teams. 12. At regular intervals, the team reflects on how to become
more effec>ve, then tunes and adjusts its behaviour accordingly. Mindset
Values
Principles
Practices
Tools &Processes
© RADTAC Ltd 2014 – All rights reserved
Prac>ces
Mindset
Values
Principles
Practices
Tools &Processes
© RADTAC Ltd 2014 – All rights reserved
Agile is not only scrum
Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf, 3501 respondents
© RADTAC Ltd 2014 – All rights reserved
DEMON: Why is scrum hard?
Development team Product owner
One person decides No dependencies No special roles
1 month or less
Value hypothesis Value*
* the solution is technically fully ready to release to the market. It is a marketing decision whether to actually release immediately or wait.
9 people or less
Source: The Scrum Guide https://www.scrum.org/Scrum-Guide, October 2011
Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less
© RADTAC Ltd 2014 – All rights reserved © RADTAC 2014
Agile Anomaly
“W A T E R…S C R U M...F A L L”L
© RADTAC Ltd 2014 – All rights reserved
Portfolio/Organisation
Product/Programme
Team
Shallow wave
Source: http://radtac.wordpress.com/tag/change-wave/
© RADTAC Ltd 2014 – All rights reserved Michael Sahota, An Agile Adop>on and Transforma>on Survival Guide © RADTAC 2014
Agile by Stealth
© RADTAC Ltd 2014 – All rights reserved Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What is your culture?
© RADTAC Ltd 2014 – All rights reserved Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
Agile friendly culture
47%
41% 9%
3%
© RADTAC Ltd 2014 – All rights reserved
Portfolio/Organisation
Product/Programme
Team
Breaking wave
Frozen middle!
Source: http://radtac.wordpress.com/tag/change-wave/
© RADTAC Ltd 2014 – All rights reserved
Mindset – doing agile, being agile
Roles
Org Chart
Processes Tools
Language Customs Behaviors
Values Traditions
Beliefs Stereotypes
Taboos
Visible formal system
Invisible informal system
New agile structure
Source: Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf,
Culture Mindset
Values
Principles
Practices
Tools &Processes
© RADTAC Ltd 2014 – All rights reserved
Measuring Organisa>on Culture
Adapted with permission from “Kanban from the Inside” © 2014 Mike Burrows
© RADTAC Ltd 2014 – All rights reserved
Portfolio/Organisation
Product/Programme
Team
Sustainable wave
Start agile transforma>on with a ver>cal stripe…
Source: http://radtac.wordpress.com/tag/change-wave/
…then expand sideways
© RADTAC Ltd 2014 – All rights reserved
“Doing Agile”
Ac>ons
Results
Mindset
Values
Principles
Practices
Tools &Processes
© RADTAC Ltd 2014 – All rights reserved
“Being Agile”: The Learning Organisa>on
Values & Beliefs
Intrinsic Behaviours
Ac>ons
Results
Mindset
Values
Principles
Practices
Tools &Processes