www.eduserv.org.uk

Practically Applying AgileDr. Timothy CockleBusiness Manager – Applications and Development, Eduserv

Many terms & a lot of noise

What do we mean by quality?to spec or the right product

What do we mean by discipline?compliance to process or self-control

When are terms just being abused?agile doesn’t mean no documentation

How to start making sense of it all…

Understand it has a long history

Consider the values & principles

Understand your context

Make a start!

Values & principles

Agile manifesto

We have come to value…

Individuals and interactions over process and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

…while there is value in the items on the right

we value the items on the left more

…some useful principles

Shared ResponsibilitySingle team mentality – with freedom to work togetherVisibility is required – to see where you can help

Focus on deliveryFocus on the customer - shared responsibility to deliverDone means live…

High degree of visibility and transparencyShared tools and shared languageFrequent interactions

Short iterationsA better means of knowledge discoveryFast feedback - reduce risk

Welcome changeDesign & build to support changeEnsure this is understood by all (i.e. DevOps)

Keep it simpleThe art of maximising what is not done

Continual inspectionHigh visibility of processes and peopleMonitoring & metrics not just for management

AdaptionMaking sure how your work fits the need

ProfessionalismBroadening of perspectiveCommitted to self improvement

…adopting agile is about culture

Getting started!

Continuous improvement

is at the heart of agile

Find some initiatives and candidate projects

An approach to delivering improvements

MotivationAutonomy

MasteryPurpose

TED TalksDan Pink: The puzzle of motivation

Learning…

Is it about rote learning & training courses?

Consider…

The role of theory & practice

Mentoring as two-way learning

Making a difference – through putting ideas into practice

Leadership…

When is it lacking & what does it provideVision and directionHighlighting important matters – securing support for change?

Who can be a leader …and can leadership manifest through a process

Change Management: Kotter’s 8 Steps

1. Create a sense of urgency2. Form a guiding coalition3. Create a vision4. Communicate the vision5. Empower others to act on the vision6. Create quick wins7. Build on the change8. Institutionalise change

For reading list & notes feel welcome to e-mailTim.Cockle@eduserv.org.uk