are you really agile?

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Are you really Agile? Presented by David Spann April 20, 2011 ITC/SWA - Develop.Idaho

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David Spann's "Are You Agile, Really?" presentation at develop.idaho 2011.

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Page 1: Are You Really Agile?

Are you really Agile?

Presented by David Spann April 20, 2011

ITC/SWA - Develop.Idaho

Page 2: Are You Really Agile?

© 2008, David Spann

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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 tools Working software over comprehensive documentation

Customer 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.

http://agilemanifesto.org/

Manifesto for Agile Software Development(Snowbird Utah; February 2001)

Page 3: Are You Really Agile?

© 2008, David Spann

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Agile Business Goals

Increase flow of business value: Time-to-Market reductions of 25 to 50%**

Increase quality outputs: Order of magnitude defect reduction*

Increase Productivity: • increases of 15 to 23%** • 40% reduction in cost and time***

Better project predictability*

* Stay, Russell. XP & Enterprise Software Development, Agile workshop, March 2002.

** Reifer, Donald. “How Good Are Agile Methods?” IEEE Software. July/August 2002.

*** Charette, Bob. Eurotel study reported in Agile Software Development Ecosystems, Jim Highsmith, Addison Wesley 2002.

Page 4: Are You Really Agile?

© 2008, David Spann

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Customer

Analyst

Designer

Developer

Production

Tester

BRD

BRDSRD

BRDSRDCode

Code

The Game of Software “Gossip”

Page 5: Are You Really Agile?

© 2008, David Spann

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Customer Analyst

Developer

ProductionTester

Designer

Campfire Host

A Collaborative Game of Innovation & Creativity

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© 2008, David Spann

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What Is Agile

An Iterative Process of doing just enough planning to go forward, testing across the lifecycle, and adapting to lessons learned daily, so that products can be delivered/deployed frequently.

A collaborative interaction between the major stakeholders (e.g., customers, technical team and management) throughout the product design, development and deployment.

An ongoing alignment and re-alignment between corporate strategy, project portfolio and team tasks.

A work environment in which operations are highly coordinated and in which people enjoy successful outcomes.

Page 7: Are You Really Agile?

© 2008, David Spann

7 Fundamental Agile Practices

CHARTER

STAKEHOLDER INVOLVEMENT

COLLABORATE: management/technical/business/+

ITERATE

TEST

PRIORITIZE

REFLECT & ADAPT

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Page 8: Are You Really Agile?

© 2008, David Spann

Charter

Set up every initiative with sufficient knowledge about the business case (including customer and ROI expectations), technical architectural design, development protocols, business process impacts, and other team needs, such as basic working agreements, risk management, facilities planning, and resource sharing.

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Page 9: Are You Really Agile?

© 2008, David Spann

Stakeholder Involvement

Collaborate with major stakeholders (e.g., customers, technical team, and management) throughout product design, development, and delivery/deployment.

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Page 10: Are You Really Agile?

© 2008, David Spann

Collaborate

Develop a highly collaborative (i.e., cross-functional) work environment in which people enjoy successful outcomes.

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Page 11: Are You Really Agile?

© 2008, David Spann

Iterate

Work in short, iterative “time-boxes” lasting two to six weeks that include planning and design (“barely sufficient to go forward”), development, testing, and reflection.

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Page 12: Are You Really Agile?

© 2008, David Spann

Test

Complete all tests within an iteration and throughout the lifecycle: Unit, Integration and Customer Acceptance.

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Page 13: Are You Really Agile?

© 2008, David Spann

Prioritize

Develop, create, and build the most important customer/end-user needs first (which may require a corollary ability to understand the business value within the context of corporate strategy and project portfolio decisions).

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Page 14: Are You Really Agile?

© 2008, David Spann

Reflect and Adapt

Iteratively reflect upon, and then adapt to, lessons learned.

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© 2008, David Spann

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What is Expected of an Agile Leader/Manager?

Get Things Done

Innovative: feeling comfortable in fast-changing environments; being willing to take risks and to consider new and untested approaches.

Strategic: taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead, and planning.

Tactical: emphasizing the production of immediate results by focusing on short-range, hands-on, practical strategies

Work Through Others

Excitement: operating with a good deal of energy; intensity; and emotional expression; having a capacity for keeping others enthusiastic and involved

Empathy: demonstrating an active concern for people and their needs by forming close and supportive relationships with others

Consensual: valuing the ideas and opinions of others and collecting their input as part of your decision making process.

Page 16: Are You Really Agile?

© 2008, David Spann

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Are you Mananging Technical Debt

Once on far right of curve, all choices are hard

If nothing is done, it just gets worse

In applications with high technical debt, estimating is nearly impossible

Only 3 strategies• Do nothing, it gets worse• Replace, high cost/risk• Incremental refactoring,

commitment to invest 1 2 3 4 5 6 7 8

Years

Technical Debt

Co

st

of

Ch

ang

e (

Co

C)

ProductRelease

ActualCoC

Optimal CoC

Customer Responsiveness

Slide created by Jim Highsmith

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© 2008, David Spann

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Workshops: resolving issues & making decisions

Purposeful• “if there is no stated purpose for the meeting you are about to attend,

please return to something that does”

Inquisitive• Agendas should be constructed with questions

Timely• Use Meeting Management tools to assure conversation stays focused

Facilitated• Someone needs to own the meeting process, assure the right people

are gathered and everyone’s voice is heard and understood

Page 18: Are You Really Agile?

© 2008, David Spann

Agile PMI Pilot Certification

http://www.pmi.org/Agile.aspx

Who may participate in the pilot? The PMI Agile Certification pilot is open to the public. An invitation is not necessary

Will pilot participants receive a discount? Yes, participants will receive a 20 percent rebate after taking the examination.

When will the credential be available? PMI is currently looking for pilot candidates; the content outline will be available in April; and the online and paper applications for the certification will be available starting May 2011.

Where will certification exams be conducted: at approved PMI Prometric Testing centers

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© 2008, David Spann

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Thank You