What is Agile?

Presented by Only Agile

Myths

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“We’re Agile – we don’t do documentation”

“There is no planning in Agile – its just anarchy”

“We can’t give you a date – we’re using Agile”

“Agile means I can change my mind whenever I want – Change Chaos”

“Agile is just a development process”

“Agile teams don’t work hard – the just play foosball”

“Agile will fix all my problems – it’s a silver bullet”

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What is Agile?

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Practices

Principles

Values

“Agile is an idea supported by a set of values and principles. Agile defines a target culture for

successful delivery of product.”

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Steve Denning

Agile Manifesto

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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:

That is, while there is value in the items on the right, we

value the items on the left more.

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

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Agile Principles

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1) Early, continuous delivery

2) Welcome changing requirements

3) Deliver working software frequently

4) Business people and developers working together daily

5) Build projects around motivated individuals

6) Face-to-face conversation is the best form of communication

7) Working software is the principle measure of progress

8) Agile processes promote a sustainable pace

9) Continuous attention to technical excellence & good design enhances agility

10) Simplicity

11) Self-organizing teams

12) The team reflects regularly on how to become more effective, then tunes and adjusts and adapts its behavior accordingly

Fixed

Variable

Constraints

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Features

Time

Time

Features Budget

Budget

Plan

Driven

Value/Vision

Driven

Traditional Agile

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Minimize Risk and Realize Value

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Time

Va

lue

x

x

x

x x

x

x

Agile delivers value incrementally while reducing the risk of failure over time.

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Build

Test

Define Build

Test

Define

Teams

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Multiple projects Assigned but not many tasks yet

Multiple projects, rolled off some

Build

Test

Define

Resource Optimization

Time-to-market Optimization

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Methodologies

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52%

14%

9%

8%

3%

3%

2% 2%

2% 2% 1% 1% 1% Scrum

Scrum/XP Hybrid

Custom Hybrid

Don't Know

Kanban

Scrumban

Feature-Driven Development

Extreme Programming XP

Lean

Other

Agile Unified Process (AgileUP)

Agile Modeling

Dynamic Systems Devlelopment

Method (DSDM)

VersionOne State of Agile Survey

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Scrum

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Scrum is: • Lightweight • Simple to understand • Extremely difficult to master

A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

The framework consists of the Scrum Team, their roles, events (ceremonies), artifacts and rules.

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Team Roles

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• Cross-Functional

• Self-Organizing

• Accountable as a team to complete the work

• Tasks work, estimates work, demonstrates work to

stakeholders

• Process Champion

• Facilitates Scrum Events

• Ensures that the team is fully functional and productive

• Removes Barriers

• Single “wring-able” neck

• Communicates the product vision and release goals

• Empowered to make decisions for the business

• Continuously grooms and prioritizes the backlog

• Accepts or rejects work results

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TIP:

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TIP: Teams

Colocated (as best possible)

Small (3-9 people)

Self-organizing

Cross-functional

Clear mission and Product Owner

Empowered to deliver

Direct contact with users and stakeholders

Focused – no multitasking

Transparent

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Scrum at a Glance

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24 hours

Potentially

Shippable Increment

Product

Vision &

Roadmap

1-4 Weeks

Review

Retrospective

Release

Sprint

Execution

Daily

Standup

Release

Plan

Sprint

Backlog Product

Backlog

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Continuous Planning

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Vision

Roadmap

Release

Sprint

Daily

Big Picture As necessary by Product Owner/Stakeholders

Ties Vision to Approach Every release by Product Owner

View of Horizon Every release by Product Owner and Team

Near-term Plan At the start of each sprint by Team

Inspect and Adapt Daily by Team

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Barriers to Adoption

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12%

14%

14%

26%

27%

30%

34%

39%

40%

52%

None

Budget constraints

Perceived time to transition

Customer collaboration

Confidence in ability to scale

Project complexity

Management support

General resistance to change

Availability of personnel with right skills

Ability to change organizational culture

VersionOne State of Agile Survey

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Agile Adoption vs. Transformation

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We need to untangle two words that sometimes can be

used interchangeably

• Agile Adoption is about what you do... practices,

tools, techniques, ceremonies, and habits

• Agile Transformation is about who you are...

reflected in both the structure of the organization

and who you are as people

• Long term results require both adoption and

transformation to be successful

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Agile Adoption vs. Transformation

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We need to clearly articulate the three major focus areas

that must be addressed interdependently

• Organizational Structure is about how you create

teams and how you organize them

• Agile Practice is about the methods and tools you

choose to introduce

• People and Culture is about changing hearts and

minds of the individuals in the organization

• All three aspects are essential to sustain agility

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The Price of Agile

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Infrastructure investments

Release automation, test automation, etc.

Reorganization

New roles, cross-functional teams, etc.

New skills

Vertical story slicing, retrospectives, agile

architecture, etc.

New habits

Frequent customer interaction, frequent releases,

less specialization

Transparency

Problems and uncertainty are painfully visible rather

than hidden

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Agile is a Direction, Not a Place

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1. Make Real Teams

Small, cross-functional, self-organizing, colocated

2. Deliver Often

Internally every 4 weeks at most

Externally every quarter at most

3. Involve Users

Direct and fast feedback between the team and the

users

“The important thing is not your process.

The important thing is your process for

improving your process” Henrik Kniberg

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Wrap-Up

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Only Agile Email: rschilling@onlyagile.com

URL: www.onlyagile.com

LinkedIn: www.linkedin.com/in/royschilling

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