PowerPoint Presentation

Agile 101

Welcome!An Overview of Agile2

Almost all work is done as a projectAll projects have a plan, execute, inspect, accept modelIn 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.Lets talk projects:

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FeasibilityStudySDLC What is it?

Systems Development Life Cycle: The most commonly used, and generally accepted, project management approach.. 4

Classic SDLC CharacteristicsRequirements & 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

5Lets try somethingMust have at least two entrances.Must have a roof of uniform color.Must support a quarter

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6So, what happened?Did the customer get what was wanted? Were the actual needs met?Why?

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After 30 years of SDLC

What were doing is not working!8Its All About

Change!9The Agile Manifesto (2001) - A statement of values

Agile Practice favors:Process and toolsIndividuals and interactionsoverFollowing a planResponding to changeoverComprehensive documentationWorking ProductoverContract negotiationCustomer collaborationover10The Big Paradigm ShiftWere used toAgile WantsTime LinesWere done when its done.Project ManagersDisciplined self managing teams.Fixed BudgetsAssumed change means no fixed cost.Predictable, all at once deliverablesIncremental deliverables driven by value and constant learning.Multiple matrixed units in multiple locations make up teamCo-location one team.Communication by DocumentInformation Radiators.Customer is removedCustomer is part of team.Certain KnowledgeAction11User 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 its 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.The Key Components of Agile12Agile roles

Product OwnerIs (or is the representative of) the CustomerDevelops and maintains the Product BacklogPrioritizes the Product BacklogEmpowered to make decisions for all customers and usersPresents and explains Product Backlog to teamScrum TeamPerforms the work directed by the CustomerSelf-organizingSeven plus or minus two performersBusiness and technical skills to build an increment of functionalityResponsible for estimating and committing to workFull autonomy and authority during a SprintScrumMasterGuides the Agile ExecutionResponsible for the processResponsible for maximizing team productivitySets up and conducts meetingsRepresentative to management and teamCharacteristics of a border collie or sheepdog13The Agile Model

14Faster better - cheaperHospital New Applicant Tracking SystemDesignSpecCodeUATLaunchChange Management & ApprovalWaterfall Approach

Sprint

Users storiesSprint

Sprint

Agile Approach15Agile Methods Putting the Manifesto to workAdaptable development approachHuman-centric thinking for creating business valueAgile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.orgRealized asCustomerCollaborationIndividuals &InteractionsWorkingSoftwareRespondingto ChangeCustomerInteractionHigh-Performance TeamsIterativeDevelopmentAdaptabilityor FlexibilityContractNegotiationProcesses& ToolsComprehensiveDocumentationFollowinga PlanAgile MethodsValuesvaluedmore thanvaluedmore thanvaluedmore thanvaluedmore thanAgile MethodsPrinciplesTraditional MethodsValuesRealized asRealized asRealized as16What makes Agile work?

Better collaboration with businessMore adapted to change/learningCommunicationMotivationDoing LessCollective ownershipTime boxesInspect & adaptFocus on the real thingThree heads are better than oneCollocationInformation radiatorsShort feedback loopsTeam autonomyAccepted Responsibility17The Big Paradigm Shift some realityWere used toAgile WantsWhat WorksTime LinesWere done when its done.Time Boxes not more than x timeProject ManagersDisciplined self managing teams.Collaboration between Coach and Product OwnerFixed BudgetsAssumed change means no fixed cost.Cost Boxes not more than x to spend.Predictable, all at once deliverablesIncremental deliverables driven by value and constant learning.Pre-project user story sessions (Release Planning)Team spread outCo-location.Core time in room or on phone/virtual presenceCommunication by DocumentInformation Radiators & ConversationsInformation Radiators captured electronically and posted. Daily MeetingsCustomer is removedCustomer is in room as part of team.Core time in room18Agile roles - a second look

19When is Agile best?Creative ProjectsNew Technology IntroductionsNew Process DesignsProjects driven by critical business timing.Projects with poorly defined needs

20A word about ROIAgile (138 pt.) and Traditional Methods (99 pt.)Agile Methods fare better in all benefits categoriesAgile Methods 459% better than Traditional Methods

Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.21About the Agile CoachNew(ish) role introduced by Agile.NOT the same as or a replacement of the Project Manager.Focus on relationships, listening, facilitating.The Agile SMEIts not about the product!

22An agile coachCoordinating individual contributionsCoaching forcollaborationBeing a subjectmatter expertBeing a facilitatorfor the teamBeing invested inspecific outcomesBeing invested inoverall performanceKnowing the answerAsking the team forthe answerDirectingLetting the team findtheir own wayDrivingGuiding2323Chart122160104528620

Sheet1pm - 221.net - 60oracle - 104java - 52sql server - 86peoplesoft - 20Project Manager221.NET60Oracle104Java52SQL Server86peoplesoft20

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