unhelkar mis week07 agile cams
TRANSCRIPT
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Designed & Presented by
Bhuvan Unhelkar, PhD, [email protected]: 0413-821-454;
www.unhelkar.com
MethodScience 2001-2014
Management Information Systems v1.0Week 7: Composite Agile Method &
Strategy (CAMS)(Part ofPost Graduate Program in Management (PGPM)The Great Lakes Institute of Management, Chennai, India)
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Lecture Agenda
What is Agile?
And why should we discuss it in a MIS course?
Core Philosophy of Agile
And Composite Agile Method and StrategyAgile as a Software (Information Systems)
Development Method
Agile (CAMS) as a Organizational CultureDiscussion, application to case study
Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience
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Sub-Module
What is Agile
More than Software Method
MethodScience; Material Designed and Presented by Dr. B. Unhelkar
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Agile is:
Software/ Project
Method
Organizational
Culture
C A M S
Business
Method
Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience4
Developinga MIS
Undertaking
any initiative in
the organization
A Mindset, a
Attitude;
Irrespective of
Projects.
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Business (Enterprise) Agility
Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience5
Enterprise Agility
(Big Data, Cloud Computing;
Mobile, Lean Processes)
Rapidly Changing Business Eco-
system (External Impact)
Enterprise Response
(Internal; Change Mgmt)
Business Agility is
the Ability of the
Business to Rapidly
Respond to external
and internal
Changes~ from the Art of AgilePractice
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Planned versus Agile:
CAMS in Balance
Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience6
Value
Share
Uncertain
Subjective
Team
Situational
Task
Partition
Plan
Objective
Role
Standardized
Planned Agile
Management Leadership
Time-
Budget
Function-
Qua
lity
Trust
Simplicity
Honesty-Courage
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Fundamental of Composite Agile: BALANCE between
Planned Control and Versatility of Agile approach
Analysing Designing
CodingTesting
Planned Method(WaterfallOne Iteration)
AgileMethodMultiple Iterations
Coding
Testing
Designing
Listening
Control
Ver
satility
Business
Coding
Testing
Designing
Listening
Coding
Testing
Designing
Listening
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Short ExerciseCircle the Best Option
Q 1: Select if the following
characteristics of a software
project belongs to the Planned/ Agile approaches:
(a) Partitioning of project
activities in to small, well
defined tasks [P / A]
(b) Organizing the Project through
a Work Breakdown Structure
[P / A]
(c) Trusting the Team to deliver
the project [P / A]
(d) Enabling sharing of
Responsibilities across theboard [P / A]
(e) Accepting and facilitating
change [P / A]
(f) Focusing on managing tasks
assigned to team members [P
/ A]
(g) Creating detailed
documentation that outlines
schedules and costs [P / A]
(h) Encouraging subjectivity and
leadership [P / A]
(i) Drive the project through
time, budget and scope [P / A]
(j) Drive the project through
trust, simplicity and courage
[P / A]
8MethodScience.com, 1998-2014
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Sub-Module
Agile as a SW Development
Method
Based on the Agile Manifesto;
A Scrum Example
MethodScience; Material Designed and Presented by Dr. B. Unhelkar
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Manifesto for Agile Software
Development: Agile Manifesto
http://agilemanifesto.org/We are uncovering better ways of
developing software by doing it and
helping others do it. Through this workwe 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
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A Mindmap of Agilefrom the Psychology of
Agile, Cutter, B. Unhelkar, 2014
Theverybas
is
ofAgileis
RightBraine
d
Practic
alApplication
requiresLeft-Brain
Char
acteristics
Psycho
Analytical
Cognitive
Psychology
Behavioral
Psychology
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Customer-Centric: 1. Customer Satisfaction
4. Collaboration (Customer-Business-Developer)
6. Face-to-face
Conversation
Developer-Centric: 5. Self-Motivated
Individuals
7. Working Software
8. Sustainable Development
Architecture-Centric: 9. Technical Excellence
10. Simplicity in Design
12. Reflection
Management-Centric: 2. Acceptance of Changes
3. Frequent Delivery
11. Self-Organized Teams
AgilePrinciples
Contextual Groups of Agile Principles(B. Unhelkar, Art of Agile Practice, Taylor & Francis/CRC
Press, 2012)
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Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience13
Customer-Centric Agile Principles
in MIS
Focuses the attention of Solution developers
on satisfying Customers needs
Rather than developing something grand that
does not satisfy customer needs
Encourages Collaboration between
Customer-Business-Developers to ensure
VALUE is delivered
Face-to-face Conversation provides the basisfor clarifications, change of directions etc.
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Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience14
Developer-Centric Agile Principles
in MIS
Focuses on the motivation of the individual
solution developer
Ensures an on-going Working Solution all
the time
Structures the development approach in a
way that is Sustainable
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Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience15
Architecture-Centric Agile
Principles in MIS
Focuses on Technical Excellence that is
based on SIMPLICITY
Most complex systems are not so at the
outset
Even complex designs start with simplicity
Provides opportunity for Reflection
And amendment to the approach
Encourages throwing away of inferiordesigns; architectural mistkaes
And learning from it
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Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience16
Management-Centric Agile
Principles in MIS
Management in Agile is based around Self-
Organized Teams
Builds on the individuals self-motivation
Its a Team effort
Change is welcomehence has a buy-in
from the Users
Rapid Iterations-Increments
That results in Frequent Delivery
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Short ExerciseCircle the Best Option
Q 1: The Agile principle of
focusing the attention of
solution developers on thereal needs of the users is:
(a) Customer-centric
(b) Developer-centric
(c) Management-centric
(d) Architecture-centric
17MethodScience.com, 1998-2014
Q 2: Focusing on the Technical
excellence of the solution
design and having the courageto re-do it is Agilesfollowing
principle:
(a) Customer-centric
(b) Developer-centric(c) Management-centric
(d) Architecture-centric
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Sub-Module
Agile Lifecycle
User Stories, Iterations & Life cycle
MethodScience; Material Designed and Presented by Dr. B. Unhelkar
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Agile: Scrum Lifecycle(ack. VishalVerma.in)
Course: Management Information Systems
Great Lakes Institute, Chennai, India; MethodScience19
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User Stories (Unit of Functionality and a Non-
Functional Features): Example of an Agile
TechniqueA
B
C
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Three Simple Parts of an
Agile Iteration
MethodScience.com, 1998-2014; CAMS
T O D O . . D O I N G D O N E . .
Story-1
Story-2
Story-3
Story-4
Story-8
Story-3
Story-5
Story-6
Story-2
Story-7
Story-2
Story-7
21
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Business Analysis Touch-points in Scrum
Product
Increment
Release
Daily ScrumMeetings
2-4 weeks
ProductBacklog
SprintBacklog
PlanScoping
Requiremen
ts; CreatingSprints;
Functional;
Non-
Functional;Usability
Requirement
s; Tracking
and
Reporting;
Continuous
Testing;
Continuous
Integration;Feedback.
User
Acceptance;
User Training;
Integration
Tests;
Update
Backlogs;
Metrics
Conversations;
Translations;
Clarifications;
Prioritization;
Estimation;
Helping with
Iterations;
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Psychological Disciplines, The Agile Manifesto and the
Balancing act between Agile and Planned values
Trust
Honesty
SimplicityCourage
Collaboration
Plan
Document
MeasureRepeat
Optimize
Practices(Scrum, XP,
Lean-Kanban)
Governance(Sarbanes-Oxley,
CoBIT, ITIL)
Beyond Software Development
The Agile Manifesto
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Vital f
Outsou
Proje
Lifecycle(Iterative,
Incremental,
Spiral)
Management(PMBOK ,
Prince2)
Agile P
lanned
Organization
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Short ExerciseCircle the Best Option
Q 1: In an Agile method,
Backlog is a common term
for:
(a) Log of errors and
enhancements
(b) List of Use cases to bedeveloped
(c) Prioritized list of features to
be developed
(d) List of back-end
developments
24MethodScience.com, 1998-2014
Q 2: One of the following is not
a correct statement of the Agile
manifesto:
(a) Individuals and
interactions over processes
and tools
(b) Working software overcomprehensive
documentation
(c) Contract negotiation over
customer collaboration
(d) Responding to change over
following a plan
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Sub-Module
Agile as an Organizational
Culture
The Psychology of Agile;
Organizational Adoption.
MethodScience; Material Designed and Presented by Dr. B. Unhelkar
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(c)
Myria26
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27
Agile Leads to a Quantum Jump in Project &
Organizational Culture of Let it Happen
Plan Do(Formal)
Be - Happen(Future - CAMS) Envision - Evolve
(Agile)
Amorphous Reality
[Ambiguous, Complex,
Changing]
[Laughter]
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Abraham Maslows Need Hierarchy, the Left &
Right Brain, & the place of AgileKey Layers of Self
Growth
Doing Evolving - Happening
Individualistic
O
rganizational
Physiology
Planned
(Doing)
Left Brain
Inclination
Analytical
Verbal
Logical
Right Brain
Inclination
Intuitive
Visual
Imaginative
Safety
Belonging
Esteem
Actual
ization
Agile
(H
appening)
Each Agile Practice made up of Skill-Aptitude-
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Each Agile Practice made up of Skill-Aptitude-
Experience-Influence; Uses and ProducesDeliverables-Outcomes-Values
Skill Attitude
Experience
Influence
Deliverable
Outcome
Value
Use
Configure
Produce
Agile Practice-1
Agile Practice-2
Agile Practice-3
ManifestoValues
Principles
Sh E i
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Short ExerciseCircle the Best Option
Q 1: The Right-brained
characteristic of Agile maps
to the following fromAbraham Maslows needs
hierarchy:
(a) Physiology
(b) Safety
(c) Belonging
(d) Esteem
30MethodScience.com, 1998-2014
Q 2: In adopting Agile at an
organizational level, the
following pair is a validcombination to consider :
(a) Skills and Attitude
(b) Skills and Deliverables
(c) Experience and Outcome(d) Attitude and Deliverables
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Key Points (Summary)
(Your turn )
1.
2.
3.
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References
Discussed during the lecture
Course: Management Information SystemsGreat Lakes Institute, Chennai, India; MethodScience
32
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Course: Management Information SystemsGreat Lakes Institute, Chennai, India; MethodScience
A. Discuss how a good, configurable MIS is
crucial for an organization to be Agile.B. Argue why an Agile organization is far more
important than an Agile software
development method.
C. Why is CAMS more practical than pure Agile
or Planned approaches? And what are its
challenges? (hint: Be-Happen is easier said thandone in practical MIS development)
33
P j t W k (G b d C A l i
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Project Work(Group-based Case Analysis,
Report & Presentation)
a) Documented: Businessobjectives, DATA needs,
Project lifecycle (with
Iteration & Increment) for
your MIS, Business
processes and the SMACmapping
b) Updated your PPT and
Word project report with
the above
c) Reminder: NO theory;ALL work must be
practical, relating to your
case study
d) Ensure you Reference
your Sources Course: Management Information System (MIS)Great Lakes Institute, Chennai, India; MethodScience34
a) Considering AGILE in thecontext of your case
study: Customer-,
Developer-, Architecture-
and Management-centric
b) Discuss and Documenthow your MIS supports
your AGILE organization
c) Document Organizational
Adoption of Agile (using
CAMSMethod &Strategy)
By now you will have In this week you will be
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Sub-Module
ADDITIONAL MATERIAL
Avoiding Method Friction
MethodScience; Material Designed and Presented by Dr. B. Unhelkar
Figure 4 7: Variation & Extend of Planned and
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Business
(Operational)
Governance
Planned
Project
Method
Figure 4.7: Variation & Extend of Planned and
Agile Elements in a Composite MethodConfiguration depending on Organizational and
Project Characteristics
AgileMetho
d
CAMS Configuration varies according to Organizational
& Project Characteristics
Planne
d
Metho
d
Rigidity
Flexib
ilityComposite Agile
(Starting Point)
Agile Project
Method
(a)Var
iation
(b)Extend
Figure 4.11: Embedding Agile Practices within Activities of
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37
Role-1
Process-Map
Deliverable
Role-2
Role-3
Activity-1
Activity-3
Activity-2
Activity-4
AgilePractices
AgilePractices
AgilePractices
AgilePractices
AgilePractices
AgilePractices
AgilePractices
AgilePractices
AgilePractices
Process Elements
from Planned
Methods: e.g.
Detailed Planning,
Modeling,
Documentation
Agile Practices include: Standup
meetings, Pair Programming,
Visible Charting.
Planned Process - Elements Agile Process - Practices
1
1
2
3 4
5
6
2 3
4
5
Figure 4.11: Embedding Agile Practices within Activities of
Planned Process-Maps
.Embedded in CAMS
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Embedded in CAMSRequirements
Practices (ARP)
Close liason with User
DescribeRequirements (UserStories)
Incorporate feedbackinstantaneously
Negotiate & Prioritizerequirements
Spread Requirementsinto Product backlogs
Estimate efforttogether withDevelopers
Development Practices(ADP)
Pair or extremeprogramming
Frequent delivery ofworking software
Continuous &automated testing
and systemintegration
Prioritize mostbusiness-valuedfeatures first
Frequent customerfeedback,customer onsite
Architecture & DesignPractices (AAP)
Continuous Review ofEnterpriseArchitecture
Simplicity of design
Refactoring of design& code
Prototype Database &User interfaces
Support Rapiditerations
Management Practices(AMP)
Self-organize Teammembers
Empower / MakeTeam membersresponsible
Facilitate and
coordinateEnable Ownership of- sponsor- product owner- joint team
Stand up meetings(often daily - Scrum)
Workshops
Learning cycles
Quality Assurance &Testing Practices
(AQP)
Separate Unit,Integration, System,Non-functional tests
Continuous Testing
Test cases beforeDevelopment
User Tests (non-functional) from thestart
Change Practices(ACP)
IdentifyStakeholders
Discuss areas ofChange
IncorporateFeedback in Pilot
Undertake HolisticChange
Business Practices(ABP)
Identify slack inBusiness Processes
Apply processOptimization
Apply QualityFactors
Maintain CustomerContact
LeadershipPractices (ALP)
Maintain Valuefocus
Have Courage toChange
Be Transparent atProject/Org level
Facilitate & Lead
GovernancePractices (AGP)
Maintain OpenControl &Reporting structure
AnticipateTechnologyChanges
RemainTransparent
Comply withLegislations
OperationalPractices (AOP)
Maintain businessas usual processes
Enable continuousLearning
Ongoing Measuresand Reporting forImprovement
Figure 4 14: CAMS Configuration &
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Figure 4.14: CAMS Configuration &
Execution in Practice
MethodScience.com, 1998-2010;Composite Agile Method & Strategy
Diagnose Project Requirements(Project Type, Size, Industry Sector)
Select from Repository of ProcessElements/ Agile Practices
Provide Conditions / Rules to put theProcess Elements together
Create & Validate the CAMS Iteration
Execute CAMS and Monitor/Update
Configuration(Process
Toolshelpful)
Agile
Practices
Planned
Process-
Maps
Figure 4 15: Using the CAMS Repository in Practice
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Plan & Organize
Service Strategy
Measurement
Requirements
Formal Design
Iterative Coding
Testing ToolsQuality Processes
Change Management
Value Generation
Ongoing Monitoring
Collaborative requirements
Pair Programming
Simple DesignResponsible team members
Walkthroughs and inspections
Negotiable requirements
Working software
Code Refactoring
Empowered team members
Workshops
Figure 4.15: Using the CAMS Repository in Practice
Requirement prioritization
Full time on-site customer
User Interface Refactoring
Joint team ownershipOperational Dependencies
Implement business features
Continuous testing
Database Refactoring
Standup meetings
Customer feedback
Continuous system integrationMethodScience.com, 1998-2010;Composite Agile Method & Strategy
Interrelationships between typical
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CMM
Bh U h lk PhD 41
Interrelationships between typical
Processes & Frameworks - A Role-
based Organizational View
ITIL
Six Sigma IIBA
Prince2
Scrum
TOGAFUnified
Process
BusinessManager
BusinessAnalyst
ProjectManager
EnterpriseArchitect
Developer;Designer
Process Advisor(Methodologist)
Business
Leader
Tester
ISTQB