ipma scrum keynote

Agile, and Scrum

© 2013 SolutionsIQ. Author: Dhaval Panchal

Dhaval Panchal (twitter: @dhavalpanchal)

• Certified Scrum Trainer

• Certified Scrum Coach

• Process Zombie detector

Favorite Quote:

“Stick to the basics and when you feel you have mastered them it’s time to start all over again, begin anew –again with the basics- this time paying more attention.” – anonymous

© 2013 SolutionsIQ. Author: Dhaval Panchal

Agenda

• Why Agile?• How is Agile different?• What is Agile, and Scrum framework?• Agile transformation guidelines

© 2013 SolutionsIQ. Author: Dhaval Panchal

Practicing Agile approaches for

> 1 year6-12 months< 6 months

Agile Poll

© 2013 SolutionsIQ. Author: Dhaval Panchal

“Agile is a fad, we just have to wait this one out”

TrueMaybeFalse

Agile Poll

© 2013 SolutionsIQ. Author: Dhaval Panchal

“We are huge fans of agile, and are using it in our most critical

programs”

CIO, Roger Barker[Source: ComputerWorld, Fed Turns to agile development as budget cuts loom, Janurary 22, 2013]

© 2013 SolutionsIQ. Author: Dhaval Panchal

Federal Agencies implementing Agile

© 2013 SolutionsIQ. Author: Dhaval Panchal

“Early and frequent customer involvement enables Agencies to ensure that systems being developed

actually meet the needs of the mission”

Source: Information Week, August 14, 2013: “Why feds are embracing agile”

© 2013 SolutionsIQ. Author: Dhaval Panchal

Section 804 - An Agile law

(a) NEW ACQUISITION PROCESS REQUIRED—The Secretary of Defense shall develop and implement a new acquisition process for information technology systems.

....

(2) be designed to include— (A) early and continual involvement of the user;

(B) multiple, rapidly executed increments or releases of capability;

(C) early, successive prototyping to support an evolutionary approach; and

(D) a modular, open-systems approach

National Defense Authorization Act 2010, Section 804

© 2013 SolutionsIQ. Author: Dhaval Panchal

SolutionsIQ Clients

© 2013 SolutionsIQ. Author: Dhaval Panchal

7th Annual State of Agile SurveyVersionOne

© 2013 SolutionsIQ. Author: Dhaval Panchal

How is Agile different?

© 2013 SolutionsIQ. Author: Dhaval Panchal

Agile vs. Waterfall : Key DifferenceSource: Indeed.com : Trends, September 09. 2013

© 2013 SolutionsIQ. Author: Dhaval Panchal

Waterfall Characteristics

• Phased-gated approach

• Large batch hand-offs

• Centralized Control

© 2013 SolutionsIQ. Author: Dhaval Panchal

Agile vs. Waterfall: Characteristics

Agile ____Waterfall ____

© 2013 SolutionsIQ. Author: Dhaval Panchal

- Adapted from Geoffrey Moore’s Crossing the Chasm: Technology Adoption Life CycleImage Source: www.whiteafrican.com

IT industry is here

Enth

usia

sts

Visi

onar

ies

Prag

mati

stsGovernment IT

is here

Cons

erva

tives

Skep

tics

Agile adoption cycleWhere is your organization?

© 2013 SolutionsIQ. Author: Dhaval Panchal

What is Agile?What is Scrum?

© 2013 SolutionsIQ. Author: Dhaval Panchal

Scrum

XPCrystal

Lean

DSDM

FDD

AGILE

© 2013 SolutionsIQ. Author: Dhaval Panchal

The Agile Manifesto*We are uncovering better ways of developing software by doing it and helping others

do it. Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive

documentationCustomer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right,we value the items on the left more.”

* www.agilemanifesto.org

Principles behind the Agile Manifesto*1. Our highest priority is to satisfy the

customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

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

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software 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.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. * www.agilemanifesto.org/principles

Source: VersionOne

© 2013 SolutionsIQ. Author: Dhaval Panchal

ScrumBased on Industry accepted best practices, used to develop complex products since the early 1990’s

“It is what we already do, when our back is against the wall”- James Coplien

© 2013 SolutionsIQ. Author: Dhaval Panchal

Scrum Framework

© 2013 SolutionsIQ. Author: Dhaval Panchal

Framework

You can employ various processes and techniques

NOT A PROCESS for building products

© 2013 SolutionsIQ. Author: Dhaval Panchal

Empirical Process Control

• Inspection• Adaptation• Transparency

© 2013 SolutionsIQ. Author: Dhaval Panchal

Incremental

© 2013 SolutionsIQ. Author: Dhaval Panchal

Iterative© 2013 SolutionsIQ. Author: Dhaval Panchal

Time Box

Scrum employs time boxes to create

regularity

© 2013 SolutionsIQ. Author: Dhaval Panchal

Predictable© 2013 SolutionsIQ. Author: Dhaval Panchal

Controls Risk

Controls Risk© 2013 SolutionsIQ. Author: Dhaval Panchal

PULL

PULL© 2013 SolutionsIQ. Author: Dhaval Panchal

The Scrum Team

The Scrum Team© 2013 SolutionsIQ. Author: Dhaval Panchal

Self Organizing

Cross Functional© 2013 SolutionsIQ. Author: Dhaval Panchal

ScrumMaster Role

Servant as a leader

Responsible to ensure scrum framework is understood and followed

© 2013 SolutionsIQ. Author: Dhaval Panchal

Delivery Team Role

Responsible to do quality work in a predictable

manner

© 2013 SolutionsIQ. Author: Dhaval Panchal

Product Owner Role

Responsible to maximize value of the work that the Scrum team does

© 2013 SolutionsIQ. Author: Dhaval Panchal

Scrum Roles

Delivery Team

Product Owner

Scrum Master

CommitmentFocusOpennessRespectCourage

The Scrum TeamOther SME’s, Teams(dependency management)

Sponsors

Stakeholders

ExternalStakeholders

ScrumMaster Orbit

© 2013 SolutionsIQ. Author: Dhaval Panchal

Dynamic Meta-Stable States

© 2013 SolutionsIQ. Author: Dhaval Panchal

Agile Transformation

© 2013 SolutionsIQ. Author: Dhaval Panchal

14 Challenges

• © 2013 SolutionsIQ. Author: Dhaval Panchal

© 2013 SolutionsIQ. Author: Dhaval Panchal

Satir Change Model

Image source: http://stevenmsmith.com/ar-satir-change-model/

© 2013 SolutionsIQ. Author: Dhaval Panchal

Transformation Agents

• Champions• Training• Coaches• Peers• Mentors• Communities• Fun!

© 2013 SolutionsIQ. Author: Dhaval Panchal

Organizations do not change, people change. When enough

people have changed the organization has changed.

© 2013 SolutionsIQ. Author: Dhaval Panchal

Yelling at people to change works

MostlySometimesRarely

Not just a process change

© 2013 SolutionsIQ. Author: Dhaval Panchal

Impediments, when removed boost team morale

MostlySometimesRarely

Not just a process change

© 2013 SolutionsIQ. Author: Dhaval Panchal

Change is fostered when learning through experimentation is

encouraged

MostlySometimesRarely

Not just a process change

© 2013 SolutionsIQ. Author: Dhaval Panchal

An organization through a successful Agile transformation will work and feel very different from its former

self

MostlySometimesRarely

Not just a process change

© 2013 SolutionsIQ. Author: Dhaval Panchal

What kind of information, structure and support can be

provided to help change process?

© 2013 SolutionsIQ. Author: Dhaval Panchal

Top 10 Effective Practices

© 2013 SolutionsIQ. Author: Dhaval Panchal

Sustained Executive Support

Why?• The single purpose, cause or

belief that serves as unifying, driving and inspiring force

HOW?• Guiding principles or actions

an organization takes to bring to life their why?

• Strategies

What?• Tactics• Everything tangible an

organization says or does. (example: Agile Development or scrum)

© 2013 SolutionsIQ. Author: Dhaval Panchal

Transformation strategies

© 2013 SolutionsIQ. Author: Dhaval Panchal

Planting Seeds

• Soft touch approach; giving permission to practice Agile approaches

• Enabling grassroots transformation

• Least investment

• No real urgency for change

• Not all seeds germinate

© 2013 SolutionsIQ. Author: Dhaval Panchal

“Burn the boats” : All-in pattern

• Signals management commitment

• It may hurt a lot, but not for long

• Resistant skepticism is short lived

• Too much change too fast

• Weak Agile mechanics implementation

• “Sheep-dipping”

© 2013 SolutionsIQ. Author: Dhaval Panchal

Pilot team• Proves to skeptics that Agile

approaches can work in organization

• Builds Agile champions for future teams

• Management gains experience about scope of change involved

• (aka, Management building courage)

• Takes longer to start small and scale

• Anti-bodies destroy foreign element

© 2013 SolutionsIQ. Author: Dhaval Panchal

Rolling Wave

• Program approach towards Agile transformation

• Few teams at a time with built in coaching support

• Large transformations efforts

• Necessary to build organization coaching and training competency

• Probable assassination of Agile spirit by middle- management

• Must tackle organizational fiefdoms

© 2013 SolutionsIQ. Author: Dhaval Panchal

- Adapted from Geoffrey Moore’s Crossing the Chasm: Technology Adoption Life CycleImage Source: www.whiteafrican.com

Plan

t See

ds

Pilo

t Tea

m

“Burn the boats” / All-In

Rolling Wave

Agile Adoption Strategies

© 2013 SolutionsIQ. Author: Dhaval Panchal

It is in the doing of the work that we discover the work that we must do.

Doing exposes reality

- Maxims, Woody Zuill

© 2013 SolutionsIQ. Author: Dhaval Panchal

Contact

• Email: drpanchal@solutionsiq.com• Blog: www.dhavalpanchal.com• Twitter: @dhavalpanchal• Linkedin: http://www.linkedin.com/in/dhavalpanchal

© 2013 SolutionsIQ. Author: Dhaval Panchal