iit academy: agile 101

HELLO AGILE!HI Per Lean Practice

IIT AcademyIndustrie IT

www.industrieit.com

Agile 101


Hello Agile!

What do you know? What have you done? What don't you know but want to know? What are you concerned/sceptical about?


Contents1. Agile Manifesto 2. 12 Agile Principles & Attitude to Change 3. Kanban & Scrum 4. Scaling Agile 5. Scrum Mastering and Agile Coaching 6. Certifications, Training and Networks 7. Hi Per Lean Practice


Agile Manifesto1


Manifesto for Agile Software Development

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.

VISIBILITY

INSPECTION

ADAPTATION

Agile is not a silver bullet. It’s not a design methodology. It doesn’t tell you what to do.

It’s a philosophy that empowers you to practice visibility, inspection and adaptation. i.e. it’s a science.

Are the people empowered? Is product/client/delivery/people visibility created? Are there regular inspections of the visible state? Do the people proactively adapt as a result?


Review

Manifesto Visibility - Inspection - Adaptation

Demystifying Agile


12 Agile Principles2


The Twelve Principles1. 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


The Twelve Principles5. 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


The Twelve Principles9. 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 behaviour accordingly


Attitudes to ChangeTraditional

“change is the exception”

• disruptive • implies a failure in planning • can be feared/resented • plan in order to avoid it • control it tightly

Agile

“change is the norm” • inherent part of the process • implies learning • is valued/welcomed • look for opportunities to introduce it • manage it flexibly

Bottom line checklist

1. Working software

2. “Kaizen” Continuous Improvement

3. What the business needs most

Example full scorecard in appendix.


Review

12 Principles Attitude to ChangeThe Bottom Line


Kanban and Scrum3

Scrum & Kanban

Scrum Kanban Others

A framework of roles and

ceremonies that balance creation of

self-managed teams with agility.

Scheduling system for just in time

production

Not covered.

Encourage research!


Scrum

PRODUCT OWNER

TEAMENVIRONMENTALMARKET FORCES

PRODUCT BACKLOG

SCRUM MASTER

SPRINT BACKLOG

PLANNING POKER

BOARDS BURN-DOWN CHART

PLANNING PART 1

PLANNING PART 2

DAILY STAND UP

RETROSPECTIVE

DEFINITION OF DONE

SHOWCASE

THE SPRINT

GROOMING

INSIGHT

STAKEHOLDERS

INCEPTION


The Agile Ecosystem

PRODUCT OWNER

BURN-DOWN CHART

PLANNING POKER

SCRUM TEAM

USER STORIESSPRINT BACKLOG

DEFINITION OF DONE

DELIVERY LEAD

STORY BOARDS

PRODUCT BACKLOG

ENVIRONMENTAL MARKET FORCES

CEREMONIES PRACTICES

SELF-ORGANISATION

BEHAVIOURS

IMPEDIMENTS & RISK

With the right conditions team performance improves by 240%*

http://www.rapidscrum.com/shock.php

SCHEDULE

SCOPE

QUALITY

BALANCING: SCOPE VS SCHEDULE

Manage DeliveryAdd | Remove | Re-prioritise

Scrum Measures

SPR

INT

SCO

PE

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

PREDICTED END DATE

IDEAL

SPRINT BURN-DOWN

THE SPRINT

SPR

INT

SCO

PE

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

PREDICTED END DATE

SPRINT BURN-DOWN

REMOVED FROM CURRENT SPRINT

THE SPRINT

RELEASE BURN-DOWN

1.0RELEASE 1.1 1.2 1.3

PRODUCT BACKLOG

1.4

FEATURE ACOMPLETE

FEATURE BCOMPLETE

A

B

C

D

E

FEATURE CCOMPLETE

PREDICTED RELEASE OF ALL FEATURES

Before v After Scrum

8 “sprints” in 65 points, 15 delivered

39 sprints in 47 points, 47 delivered


Kanban

Kanban 101

• Visual board

• Limit Work in progress (WIP)

• “Create & Monitor Flow”

• Measurement: Cumulative Flow

The TPS HouseToyota

Production System

Just In Time Human Development

Jidoka

KaizenHeijunkaStandardised

Work 平準化Production Levelling

改善Continous Improvement

⾃自働化Autonomation

The Toyota Way14 pillars of the philosophy.

Sample: #1: Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.


The Three Variations1. Muda 無駄 - waste 2. Mura 無斑 - unevenness 3. Muri 無理 - overburden

Before v After Kanban

Started the rapid team


Review

Kanban vs. ScrumScrum detail + example

Kanban detail + example


Scaling Agile4


Large Scale Agile (LeSS) Scaled Agile Framework (SAFe) Disciplined Agile Delivery (DAD)

XSCALE Dynamic Systems Development Method (DSDM)

Thoughtworks Scaling

Some Frameworks


Portfolio

Programs

Teams

STRATEGIC

TECHNICAL & IMPLEMENTATION

INTEGRATION,CO-ORDINATION

& RELEASE

BACKLOG high level

BACKLOG elaboration

BACKLOG high detail

KANBAN TEAMS

KANBAN

portfolio manager

UX, DevOps, Automation SME

sponsors

program manager

scrum master

product owner

architects

senior stakeholders,incl. senior architect

release & integration managers

Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap

Strategic Architecture

UX, DevOps, Automation, et al.

Prioritisation & Scheduling

Systems Architecture & Technical DebtRelease Planning

Development

Measurement and Continuous Improvement

…permanent teamsof 5-9 people: cross-skilled,self-managing,high performing.

SCRUM AND KANBAN TEAMS


Agile Coaches and Scrum Masters5


Scrum Masters Product OwnersIteration Managers

Agile Coaches

Scrum Roles


A nice person with a deep knowledge of scrum

Scrum Masters


A nice person with a deep knowledge of Agile toolkits, scrum, kanban, lean

Agile Coach


Principles &Philosophy Prescription

Philosophical Framework vs. Prescription

target ideal state



Agile Coaching

target ideal state

AGILE COACHING tailors the philosophy to

the organisation via kaizen approximation



Agile Coaching

target ideal state

AGILE COACHING tailors the philosophy to

the organisation via kaizen approximation

Far harder to extract lean pragmatism from a prescriptive approach


There is something you should understand about the way I work. When you need me but do not want

me, then I must stay. When you want me but no longer need me, then I have to go. It's rather sad,

really, but there it is. - Nanny McPhee


origi

nal v

elocit

ych

ange

unce

rtaint

y mak

e-or

-bre

ak

point

peak

enth

usias

m

“the m

omen

tof

clar

ity”

perfo

rming

self-d

iagno

sing

self-o

rgan

ising

sprints @fine scale

velocity xenthusiasm xproductivity

2-6 sprints 8-20 sprints1-2 sprints

chan

gesh

ock

scru

m st

arts

chan

gewe

arine

ss

Short term Agile Adoption


chan

gewe

arine

ss perfo

rming

self-o

rgan

ising

sprints @fine scale


2-6 sprints 8-20 sprints1-2 sprints

chan

gesh

ock

mak

e/bre

ak+

clarit

y Short term Agile Adoption

With Agile Coach


perception of maximum performance

matu

re sc

rum

incre

men

talim

prov

emen

ts

asym

ptot

ically

appr

oach

max

imal

perfo

rman

ce


sprints @long scale

40+ sprints20+ sprints

Long term Agile Adoption


perception of maximum performance

re-n

orm

ing

high

perfo

rming

team

cont

inuall

y res

et

perfo

rman

ce

expe

ctatio

ns

sprints @long scale

signifi

cant

try-a

nd-se

e

“pro

ducti

vity h

ackin

g”

velocity xenthusiasm

40+ sprints20+ sprints

Long term Agile Adoption

With Agile Coach, effective support from management and emergence of a self-organised,

high-performing team

*240% increase in productivity **400% increase


Certifications, Training and Networks6


Certification & TrainingCertified Scrum Masters

Scrum Alliance

• originally no exam • more popular

Professional Scrum Masters

Scrum.org • Supports scaled scrum • Arguably more ‘prestigious’ in

community, PSM is exclusive • Exam required • Courses include: • Scaled • Foundations • Scrum Master • Developer • Product Owner


Scaling Certifications

For example: http://www.scaledagileframework.com/ http://www.scaledagileacademy.com/

http://www.scaledagileframework.com/

http://www.scaledagileacademy.com/


Meetups

http://www.agileaustralia.com.au/2015/

http://www.meetup.com/Agile-Sydney/

http://www.meetup.com/Sydney-Scrum/

http://www.agileaustralia.com.au/2015/

http://www.meetup.com/Agile-Sydney/

http://www.meetup.com/Sydney-Scrum/


Review

Agile Coaches and Scrum Masters Philosophy vs. Prescription

Change Adoption Community and Certifications


Hi Per Lean Practice7


IIT Community of Knowledge

Hi Per = High Performing + Lean Experience, Exposure, Education

“Pragmatic Agile” Cycling Tacit and Explicit


Review: Agile 1011. Agile Manifesto 2. 12 Agile Principles & Attitude to Change 3. Kanban & Scrum 4. Prescriptive Ecosystems 5. Scaling Agile 6. Scrum Mastering and Agile Coaching 7. Certifications, Training and Networks 8. Hi Per Lean Practice


Thank you!


Appendix9

iit academy: agile 101

Leadership & Management