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Agile 101

Agile 101. Welcome!. An Overview of Agile…. Let’s talk projects:. Almost all work is done as a “project” All projects have a plan, execute, inspect, accept model In Business projects are “managed” to ensure accountability and control.

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Agile 101

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  1. Agile 101

  2. Welcome! An Overview of Agile…

  3. Let’s talk projects: • Almost all work is done as a “project” • All projects have a plan, execute, inspect, accept model • In Business projects are “managed” to ensure accountability and control. • Project Management has become a practice and career unto itself. • There are myriad methods and tools for project management. • All are about “delivered on time and on budget”.

  4. SDLC – What is it? Feasibility Study Systems Development Life Cycle: The most commonly used, and generally accepted, project management approach..

  5. Classic SDLC Characteristics • Requirements & Tasks are expected to be well defined at outset. • Methodology is highly document driven. • Project roles are highly structured and well defined. • Communication is through PM and Sponsor. • Typically long cycle

  6. Let’s try something Must have at least two entrances. Must have a roof of uniform color. Must support a quarter 10 minutes

  7. So, what happened? • Did the customer get what was wanted? Were the actual needs met? • Why?

  8. After 30 years of SDLC… What we’re doing is not working!

  9. It’s All About… Change!

  10. Individuals and interactions Responding to change Working Product Customer collaboration Following a plan Comprehensive documentation Contract negotiation Process and tools over over over over The Agile Manifesto (2001) - A statement of valuesAgile Practice favors:

  11. The Big Paradigm Shift

  12. The Key Components of Agile • User Stories – Simple statements of requirements written from the “customer's” point of view. “As an AP processor, I need to be able to retrieve and update vendor address information.” • Product Backlog – Collection of user stories that need to be addressed to consider the effort (Product) complete. • Sprint (aka Iteration) – A fixed length work period in which items taken from the backlog are satisfied. An Agile project is a sequence of sprints. • Sprint Planning Session – A team meeting in which the product owner reviews and explains each backlog items and it’s priority, the other team members task out the items and commit (or not) to performing each item, and the agile coach sets up the sprint management tools. • Sprint Review Session – At the closure of each sprint, work completed is presented and reviewed, lessons learned discussed, the overall sprint is evaluated and reviewed.

  13. Agile roles

  14. The Agile Model

  15. Waterfall Approach Design Spec Code UAT Launch Change Management & Approval Agile Approach Sprint Sprint Sprint Users stories Faster – better - cheaper Hospital – New Applicant Tracking System

  16. Agile Methods Agile Methods Traditional Methods ‘Values’ ‘Principles’ ‘Values’ Customer Customer Contract valued Realized Realized Realized Realized as as as as more than Collaboration Interaction Negotiation High - Performance Individuals & Processes valued more than Interactions Teams & Tools Iterative Working Comprehensive valued more than Software Development Documentation Adaptability Responding Following valued more than to Change or Flexibility a Plan Agile Methods – Putting the Manifesto to work • ‘Adaptable’ development approach • ‘Human-centric’ thinking for creating business value Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org

  17. What makes Agile work? • Better collaboration with business • More adapted to change/learning • Communication • Motivation • Doing Less • Collective ownership • Time boxes • Inspect & adapt • Focus on the real thing • Three heads are better than one • Collocation • Information radiators • Short feedback loops • Team autonomy • Accepted Responsibility

  18. The Big Paradigm Shift – some reality

  19. Agile roles - a second look

  20. When is Agile best? • Creative Projects • New Technology Introductions • New Process Designs • Projects driven by critical business timing. • Projects with poorly defined needs

  21. A word about ROI • Agile (138 pt.) and Traditional Methods (99 pt.) • Agile Methods fare better in all benefits categories • Agile Methods 459% better than Traditional Methods Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.

  22. About the Agile Coach • New(ish) role introduced by Agile. • NOT the same as or a replacement of the Project Manager. • Focus on relationships, listening, facilitating. • The Agile SME • It’s not about the product!

  23. An agile coach… Coordinating individual contributions Coaching for collaboration Being a subject matter expert Being a facilitator for the team Being invested in specific outcomes Being invested in overall performance Knowing the answer Asking the team for the answer Letting the team find their own way Directing Driving Guiding

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