AGILE: WHAT AND WHY? DAVID DRAPER, AGILE COACH AND SENIOR CONSULTANT

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VALTECH: AGILE SERVICES

AGILE TRANSFORMATION SERVICES AGILE COACHING, MENTORING AND SEEDING

AGILE TRAINING

AGILE ACADEMY

ENGINEERING TOOLSMITHS

AGILE PROJECT MANAGEMENT

AGILE SOFTWARE DEVELOPMENT

PROVIDE FLEXIBLE ENGAGEMENT AND COMMERCIAL MODEL

OUR DIFFERENTIATORS

PRAGMATIC APPROACH TO AGILE

FLEXIBLE COMMERCIAL MODELS

WHY ?

BUSINESSES ADOPT AGILE TO …

WHAT WAS THE MOST IMPORTANT REASON FOR ADOPTING

AGILE WITHIN YOUR TEAM OR ORGANISATION?

ACCELERATE TIME TO MARKET - 22%

ENHANCE ABILITY TO MANAGE CHANGING REQUIREMENTS - 21%

INCREASE PRODUCTIVITY - 12%

ENHANCE SOFTWARE QUALITY 10%

ALSO:

ALIGNMENT BETWEEN BUSINESS AND IT, PROJECT VISIBILITY,

RISK MANAGEMENT, SIMPLIFIED PROCESS, INCREASED

ENGINEERING DISCIPLINE, REDUCE COST, ENHANCE MAINTAINABILITY, IMPROVE TEAM MORALE

State of Agile Development Survey August 2008

Q. What Value have you actually realised from implementing Agile Practices?

Improved Significantly Improved

Improved Project Visibility

41.8 % 41.5 %

Increased Productivity

50.5 % 23.6 %

Enhance Software Quality

44.3 % 24.0 %

Reduce Cost

30.4 % 7.6 %

Simplify Development Process

48.1 % 19.5 %

Improve/Increase Engineering Discipline

42.0 % 17.8 %

Improved Team Morale

44.1 % 29.8 %

Enhance Ability to Manage changing Priorities

42.1 % 50.5 %

Accelerate Time to Market

41.3 % 23.6 %

Reduce Risk

48.0 % 16.6 %

Manage Distributed Teams

22.1 % 6.9 %

Improve Alignment Between IT and Business

38.8 % 27.5 %

Enhance Software Maintainability/Extensibility

39.3 % 16.6 %

STATE OF AGILE DEVELOPMENT SURVEY AUGUST 2008

WHAT ?

WHAT? http://www.agilemanifesto.org/

AGILE WAS A REACTION TO …

HEAVYWEIGHT SOFTWARE DEVELOPMENT PROCESSES HIGH COST OF FAILURE

LOW TRUST

PROJECT SUCCESS PERCEIVED TO DEPEND ON DEFINED PROCESSES

EARLY COMPREHENSIVE, FIXED SPECIFICATION

PROGRESS ESTABLISHED THROUGH CREATION OF ARTEFACTS PUNITIVE CHANGE MANAGEMENT

REQUIREMENTS PERISHABLE

MYTHS

NO UPFRONT PLANNING INCREMENTAL APPROACH SPREADS PLANNING THROUGHOUT THE PROJECT.

NO DOCUMENTATION ONLY USABLE AND VALUABLE DOCUMENTATION PRODUCED.

LOSS OF MANAGEMENT CONTROL

PROJECT STATUS MEASURED ON WORKING, TESTED SOFTWARE PROVIDES FULL VISIBILITY.

LACK OF PREDICTABILITY REPLACE SPECULATIVE PLANS WITH FEATURE-DRIVEN SHORT AND LONG TERM PLANNING.

LACK OF ENGINEERING DISCIPLINE

THE CONTINUOUS DELIVERY OF RUNNING, TESTED SOFTWARE EVERY FEW WEEKS REQUIRES ULTIMATE DISCIPLINE.

INABILITY TO SCALE LARGE PROJECTS BROKEN DOWN INTO CO-ORDINATED SMALLER PROJECTS REDUCES RISK.

AM I AGILE?

CONTINUUM

CONTRACTS COMMAND AND CONTROL DISTRIBUTED TEAMS PREDICTIVE

COLLABORATION SERVANT LEADERSHIP COLLOCATED TEAM ADAPTIVE

PROJECT LANDSCAPE

BUSINESS

AGILITY AGILE

PROJECT MANAGEMENT

AGILE SOFTWARE ENGINEERING

WHAT DOES AN AGILE PROCESS LOOK LIKE?

INDUSTRY

BEST-PRACTICE?

PLAN DO CHECK ADAPT

DO

CHECK

ADAPT

PLAN

SCRUM A LIGHT-WEIGHT FRAMEWORK FOR PRODUCT DEVELOPMENT

EXTREMELY SIMPLE AND VERY HARD

PRODUCT OWNER

SCRUM Master

PRODUCT BACKLOG

SPRINT PLANNING MEETING

SPRINT BACKLOG

SPRINT 14-30 DAYS

WORKDAY ONE DAY

WORKING SOFTWARE OTHER DELIVERABLES

SPRINT DEMO AND REVIEW

MEETING

DAILY STANDUP MEETING

(“DAILY SCRUM”)

EXTREME PROGRAMMING WHOLE TEAM

CUSTOMER TESTS

SMALL RELEASES

PLANNING GAME

COLLECTIVE OWNERSHIP

CONTINUOUS INTEGRATION

SUSTAINABLE PLACE

CODING STANDARD

METAPHOR

TEST-DRIVEN DEVELOPMENT

SIMPLE DESIGN

REFACTURING PAIR PROGRAMMING

VALUES: FEEDBACK COMMUNICATION SIMPLICITY COURAGE RESPECT

www.XProgramming.com

LEAN SOFTWARE DEVELOPMENT

FOCUS ON VALUE

FOCUS ON FLOW (INVENTORY, WIP)

INVENTORY IS A LIABILITY

ELIMINATE WASTE

KAIZEN

CONTINUOUS

IMPROVEMENT

PULL

LIMIT WORK IN PROGRESS

BALANCE DEMAND AND

THROUGHPUT

PROJECT ALPHA – CUMULATIVE FLOW

IMPEDIMENTS TO AGILE

DEDICATED TEAM COMMITMENT IS DIFFICULT IN A CULTURE OF INTERRUPTIONS

CO-LOCATED TEAMS DISTRIBUTION IS A MAJOR IMPEDIMENT

CROSS FUNCTIONAL TEAM WHAT DOES COMPLETE MEAN FOR THE TEAM?

WHAT ARE WE DEMONSTRATING?

THE TEAM MUST BE ABLE TO COMPLETE A FEATURE WITHOUT OUTSIDE HELP

MANAGEMENT SPONSORSHIP TO PROTECT AND SUPPORT THE TEAM

TO RESOLVE IMPEDIMENTS

ENABLERS

ORGANISATIONAL CHANGE

SERVANT

LEADERSHIP

OVER COMMAND

AND CONTROL

THE GREATEST LEADER IS A

SERVANT. DON’T BE A BOSS. BE A REAL

LEADER ...

RESPONSIBILITY // TRUST

INDIVIDUAL CHANGE

HELPFUL ENGINEERING PRACTICES

TEST FIRST DEVELOPMENT

REFACTORING / EVOLUTIONARY DESIGN

CONTINUOUS INTEGRATION

PAIR PROGRAMMING

RETROSPECTIVES

RELATIVE ESTIMATION

RETROSPECTIVE

QUESTIONS WHAT WENT WELL?

WHAT HAVE WE LEARNT?

WHAT WOULD WE LIKE TO DO DIFFERENTLY?

WHAT STILL PUZZLES US?

ACTIONS WHAT ACTIONS CAN WE TAKE FORWARD IMMEDIATELY?

WHAT LARGER ACTIONS SHOULD BE NEGOTIATED?

WHAT ISSUES NEED TAKING BACK TO THE ORGANISATION?

DONENESS

DEFINE DONE EARLY

REVIEW DONE-NESS OFTEN

BEWARE OF TECHNICAL DEBT

USE THIS TERM AND ENSURE THAT PROJECT SPONSORS

UNDERSTAND

CONSIDER WHO OWNS TECHNICAL DEBT

THIS IS AN ATTRIBUTE OF THE SYSTEM

MANAGED DEBT IN TERMS OF

COST OF OWNERSHIP

RISK

COST OF REMOVAL

BENEFIT OF REMOVAL (RELATED TO RISK AND OPPORTUNITY)

?

ANY QUESTIONS …

david.draper@valtech.co.uk

http://twitter.com/david_draper

http://agiledesign.co.uk

http://www.valtech.co.uk

http://blog.valtech.co.uk

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