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Agile for dummies

Agile for dummies. Agenda. agile What does that mean? M y goal, explain: what is Agile? what is Agile not? Agile / SCRUM / iLAB? Your expectations?. Agile (adjective). Moving quickly and lightly; “sleek and agile as a gymnast” Mentally quick; “an agile mind”.

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Agile for dummies

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  1. Agile for dummies

  2. Agenda • agile • What does that mean? • My goal, explain: • what is Agile? • what is Agile not? • Agile / SCRUM / iLAB? • Your expectations?

  3. Agile (adjective) • Moving quickly and lightly; “sleek and agile as a gymnast” • Mentally quick; “an agile mind”. • Having the faculty of quick motion in the limbs., apt or ready to move; nimble; active; • Being nimble, quick, spry, nippy or trendy • Being brisk, alert, lively, active or alive • Being smart, keen, sharp, bright or dapper • Being adroit, clever, dexterous or deft • Being lithe, lissome, supple, versatile or pliant • Being swift, fast, prompt or speedy

  4. Agile product development =

  5. Agile manifesto

  6. Highly structured process • Misconception: no process, no planning, no discipline, no documentation, no release calendar • Agile development is all about: • Discipline • Planning and processes • But willing to inspect and adapt on regular basis plans and processes in order to achieve the (business) goals • Plan and re-plan key stones in methodology

  7. Agile is business driven

  8. Welcome change The world changes, competitors change, Requirements change, Improved insights, Project plans change

  9. Agile is incremental development Step by step delivery good enough solutions…

  10. Traditional approach Feedback • Building layer by layer • Aim for: • Might result in:

  11. Agile = Step by step delivery good enough solutions • Time-boxed & incremental development • Shorter preparation time • Start small & grow incremental • Building process can adapt to changing needs & new circumstances • Whatever happens, the Farao will have a pyramid… Potentially shippable product Feedback & change plans Potentially shippable product Feedback & change plans Potentially shippable product Feedback & change plans Potentially shippable product Feedback & change plans

  12. 1 team = business + ICT dedicated transparancy self organising and cross functional members with specialized skills trust win as a team or fail as a team

  13. Agile improves effectiveness

  14. Documentation and processes as a tool to get a result, (not as a goal)

  15. Agile is possible for almost each project People make the difference

  16. Good or bad? • There is no good or bad, both agile and traditional way of working have advantages and disadvantages. • You need to use it in the correct context

  17. Definitions Agile-SCRUM • Agile development • Lightweight development methodologies • 12 principles of Agile Manifesto • SCRUM • Agile is implemented via SCRUM methodology • Standard Agile methodology selected by KBC and CSOB • Slightly adapted to CSOB context

  18. Agile in SW development

  19. Scrum in 2 slides • 1 team, 100% involvement • Scope not fixed upfront • Product backlog: list of required features • Realized in multiple sprints • Within a sprint the scope is fixed • Sprints of 1 to 4 weeks • At end sprint x: • Retrospective X • Redefine/plan sprint X+1

  20. Scrum in 2 slides 24 hours Daily Standup 2 weeks Sprint backlog items Sprint Backlog Potentially Shippable Product Increment Product Backlog As prioritized by Product Owner

  21. Your not agile as long as it is not your… mindset

  22. SCRUM in more detail

  23. 1 team

  24. Scrum team • Team composition: • Product owner • Development* team • Scrum master • Team model designed to optimize flexibility, creativity and productivity. • Delivers iteratively and incrementally, maximizing opportunities for feedback. • When we talk about development in this presentation this includes alldevelopmentrelated activities, • eg: analyses, design, coding, testing, etc

  25. Team composition – sprint x

  26. Product Owner Establishes and communicates the vision for the product

  27. Product owner • The sole person responsible for managing the Product Backlog • Product Backlog management: • Clearly communicating vision, goals, and Product Backlog items to the Development Team • Ordering the items in the Product Backlog to best achieve goals and missions • Ensuring the value of the work the Development Team performs; • Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next • Ensuring the Development Team understands items in the Product Backlog to the level needed

  28. Development team Is cross-functional Organizes itself and its work

  29. Development team size • ‘small enough to remain nimble and large enough to complete significant work’ • >= 3 and <= 9 members • Product Owner and Scrum Master not included, unless they are involved in executing sprint backlog activities • Variable team composition: • Number of team members and required profiles can vary each sprint

  30. Scrum Master Is responsible for enacting Scrum values and practices Removes impediments

  31. Scrum master • In a nutshell: • Responsible for ensuring Scrum is understood and enacted • Servant-leader for the Scrum Team (ST) • Helps to change interactions with non ST membersto maximize the valuecreated by the Scrum Team • Provides services to: • Product owner • Development team • Organization

  32. Product backlog • Requirements that have value to stakeholders 32

  33. Project planning 33

  34. Sprint planning • Sprint backlog items from product backlog 34

  35. 4 meeting types 4 Meetings • Sprint planning meeting • Daily Standup • Sprint review meeting • Sprint retrospective meeting 35

  36. Review meeting • Review meeting • Team presents what it accomplished during the sprint • Typically takes the form of a demo of new features or underlying architecture • Informal • 2-hour prep time rule • Participants • Customers • Management • Product Owner • Other engineers Demo Not a PSR meeting

  37. = Daily stand up meetings

  38. Why daily standup meeting? • Share commitment • Communicate: • daily status, • progress, • and plans • Communicate to: • the team (committed) • and any observers (involved) • Identify obstacles so that the team can take steps to remove them • Set direction and focus • Build a team

  39. Principles • Max 15 minutes • All participants inform the other about: • What did I accomplish yesterday? • What will I do today? • What obstacles are impeding my progress? • It is NOT: • steering committee • problem resolution meeting • These topics can be discussed in separate meetings • Prepare this meeting

  40. Retrospective meeting • Attendees: the team • Questions • What went well during the last Sprint? • What didn’t go so well ? • What could be improved in the next Sprint? • How can we improve? Not this 40

  41. Agile project planning

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