Agile Project Management: Introduction to AGILE - The Basic 101
Agile Introduction
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Transcript of Agile Introduction
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1ironworks.com
Introduction to AgileICF PM Group Presentation 4/2/2013
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Pomodoro 1: The Promise of Agile• What problems in software development does Agile address?• Where does Agile fit in the Universe of Methodologies• What is Agile – from Squishy to Solid?• What is the Promise of Agile?• What flavors does Agile come in?• The Current State of Agile
Pomodoro 2: A day/week/month in the life of …• A Scrum Team• A Kanban Team• A Scaled Team
Lean Coffee Retrospective: Agile Dunk Tank
Agenda
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Businesses are looking for an approach to software development approach that offers:
• Predictability and Transparency
• Right-sized, just- enough, and just-in-time
• Responsive to rapid market change
• Incremental, and iterative delivery to delivery value, early and often
• Quality built in along the way
Agile Addresses: Software Development is Complex
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Predictability: What has recent history told us ?
The Standish Group’s CHAOS report results from a 40,000 projects
Top reasons for success1. User involvement2. Executive support3. Clear objectives4. Optimizing scope5. Agile process
199416% Succeeded≈170% overrun
200432% Succeeded≈70% overrun
“Doing projects with iterative processes as opposed to the waterfall method, which called for all project requirements to be defined up front, is a major step forward.”Jim Johnson, Chairman of Standish Group
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Sometimes; 16%
Rarely; 19%
Never; 45%
Always; 7%
Often; 13%
Feature Usage in Software Projects
Has Product Development produced Just enough, Just in time?
Always or often used20%
Never or rarely used64%
Standish Group Study Reported at XP2002 by Jim Johnson, Chairman
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Agile Accelerates Value Delivery: Incremental and Iterative
4 444 :Documents Documents Unverified Code Software
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Transparency: Do Agile Practitioners listen to the Business?
VersionOne: 7th Annual State of Agile Development 2013
Manage distribute teams
Increase engineering discipline
Simplify dev process
Improve team morale
Reduce risk
Enhance maintainability
Reduce cost
Project visibility
Enhance software quality
Better Align IT/business
Manage changing priorities
Accelerate time to market
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Highest Very Somewhat Not
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What is Agile? – Squishy to Solid
NoDiscipline
Process ? Fad ? Methodology ?
Cult?
NoDocumentation
Framework ?
Approach ?
NoPlanning
NoPlanning
Chaos
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Mindset
Agile is a mindset
Learn through Discovery Collaboration Failing Early Seeking Feedback for
learning Strive for Continuous
Delivery Focus on Value
A mindset is the established set of attitudes held by
someone
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Values
Mindset
Agile is a mindset defined by values: Agile Manifesto
A Value is an establishedideal that the members
of a given society regard as desirable
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
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Principles
Values
Mindset
Agile is a mindset defined by values guided by principles
1. 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.
5. 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.
9. 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 behavior accordingly.
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Practices
Principles
Values
Mindset
… and manifested through many different practices
“We surveyed the Agile Community and came up with Over 70 Different
Practices”Ahmed Sidky, Santeon Group
Practices
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Practices
Principles
Values
Mindset
The various Agile flavors are combinations of practices
Practices
Flavor AFlavor B Flavor C
AGILE
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The Universes of Methodologies and Standards
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We’re used to Agile Expects
Time Lines Define Done, Build Quality in
Top Down Control/ Hierarchical Servant Leadership/Self managing teams.
Fixed Budgets Fixed Burn Rate
Predictable, all at once deliverables Incremental deliverables driven by value
Multiple matrixed departments, part time commitment of resources
Co-location – one team.
Communication by Document Just enough documentation to start conversation
Customer is “managed” Customer is part of team.
Certain Knowledge Uncertainty solved by “IKIWISI”
Estimates and Actuals Empirical Results, Cone of Uncertainty
The Paradigm Shift from Waterfall
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There are Many Popular Flavors ……
Agile Principles
Scrum
SAFe
XP
DSDM
Crystal
Kanban (Lean)
Flavor Characteristics
Scrum “Reference Implementation” of Agile. Release, iteration and daily planning; prioritized backlog, demos, retrospectives, generalizing specialists. Time boxed
Kanban Focus of understanding how work flows, visualizing the work. Limit WIP. Often outside of SW.
SAFe: Agile @ Scale
Handles integrating multiples teams with program and portfolio layers
Extreme Programming (XP)
Technical focus on development practices. Prescribes practices that are commonly needed to make Scrum deliver high quality. Time Boxed.
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…. In the end it’s about the People …..
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• New(ish) role introduced by Agile.
• NOT the same as or a replacement of the Project Manager.
• Focus on relationships, listening, facilitating.
• The Agile SME
• Team facing not product facing!
About the Agile Coach
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An agile coach…
Coordinating individual contributions
Coaching forcollaboration
Being a subjectmatter expert
Being a facilitatorfor the team
Being invested inspecific outcomes
Being invested inoverall performance
Knowing the answer
Asking the team forthe answer
Directing Letting the team findtheir own way
Driving Guiding
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Product Owner
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Team Members
Developer [2-4]
Tester [1-2]
Agile BA for larger teams and Scaled Agile
Tech Lead especially for more developers
Technical Writer [Optional]
Specialist roles main join, FE Dev, DBA etc.
Different Sized Teams will benefit from different practices and Agile Flavors• Small 1-4• Medium 5-8• Large > 10
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Agile @ Scale: Beyond Team Delivery Models
Agile Enterprise
Scaled Delivery Teams
Agile Delivery Teams
Scaling Considerations
Enterprise:• Team size• Geographic distribution• Regulatory compliance• Domain complexity• Organization distribution• Technical complexity• Organizational complexity• Enterprise discipline
Scaled Teams:• Handoffs/Integration• Incoming and Outgoing
process contracts• Consistency
Team delivery:• Maturity• Construction of working
software; various delivery models
Software Project Management practices focused on delivering working, tested code every 2 – 4 weeks;Highly incremental delivery practices designed to improve code quality;
Program-level alignment to a common, larger mission. Synchronizing planning, development, integration, delivery and customer feedback
A set of Lean leadership principles, that include respect for people, continuous improvement, product development flow and executive sponsorship for a Lean Agile operating mode
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Pomodoro 1 is over!
5 mins at the end of the first time box
Questions?
Get and move to another seat!
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Pomodoro 2: A Day/Week/Month in the life of an Agile Team
What is the most important part of this go cart? – The brakes, they let you go faster Scrum uses time-boxed “breaks” Kanban uses Work in Progress “breaks” Agile @ Scale: A peak
at the bigger picture
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Scrum prescribes roles, artifacts and meetings
Scrum
Artifacts Roles
Meetings
Product Backlog
Sprint Backlog
Burndown Charts
Sprint Planning Daily
Meeting
Sprint Review
Product Owner
Scrum Master
Team
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Scrums aims to have a repeatable cadence to delivery
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Scrum Cadence
Every Release: The process begins with the product owner collecting and prioritizing requirements in a product backlog.
Every Sprint Beginning: Sprint Planning - The team and product owner work together to select the highest priority requirements/ stories that can be accomplished within a time boxed sprint.
Every Day: The ScrumMaster and the team have a daily scrum meeting.
Every Sprint End: The team demonstrates the completed features to the product owner.
• These features are a potential shippable product.
• The feedback gathered from the demonstration is fed back into the product backlog.
• The team then has a retrospective to determine what worked well, and what improvements need to be made to the process for the next sprint.
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What is a Story
Combination of• Requirements that combined
provide a standalone shippable feature
• Visuals to support the knowledge transfer
• Acceptance criteria: Definition of done to drive developer and guide testers
• Small enough to fit in a sprint and be estimable using tasks
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Sprint Planning where stories become tasks
Planning Units Ideal hours or days There are other units,
but these two are the most common
Purpose of Estimates Not for tracking time Scrum is results
oriented, not effort driven
Sprint Rules No changes during No change to sprint
duration Team takes work until
they’re fullVelocity How much work the
team actually accomplishes in a sprint
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Scrum board = Information Radiator for the Team
• The board Informs
• Highlights impediments
• Burndown shows progress
• Focus of daily meeting
• Swimlanes per story
• Done means shippable!
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Scrum: The day starts with a daily meeting
15 minutes or less
Same time, same place – the board
Starts on time regardless with no role calls
3 questions
What I did since the last standup
What I will do before the next standup
What’s in my way
Yes, that’s it. That’s all. No more, no less. It’s a commitment meeting, not a status meeting.
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Sprint: Demo and Retrospect on the events of the Sprint
Preparation
• As little as possible
• Low tech, high impact
• No PowerPoint – this is not about slide ware, this is about showing real stuff
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Scrums can be linked for larger releases
Release 1
Sprint 1
Sprint Planning
Daily Standup
Retro and Demo
Sprint n
Sprint Planning
Daily Standup
Retro and Demo
Ideas
Product Backlog
Release Planning
Release Backlog
Sprint Backlog
Fixed Time and Resource
Not Done Sprint Backlog Not Done
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Lean and Kanban: First in factories, now front offices
ToyotaProduction
System
TQM
TOC
Just-In-Time
Six Sigma
Lean Healthcare
Lean Manufacturing
Lean Marketing
Lean Construction
60’s-80’s 80’s 90’s 2000’s Today
Focus is on the system: rapid flow and feedback, versus planning and “efficiency”
Enterprise Kanban
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Kanban in factories allowed decentralized decision making
Set priorities, not schedules
Enterprise Kanban
Kanban is Japanese for visual card
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The Kanban Method for Software
1. Visualize the workflow
2. Limit Work-in-Progress
3. Manage Flow
4. Make Process Policies Explicit
5. Improve Collaborativelyusing models and the scientific method
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Kanban does not prescribe roles, artifacts and meetings
Start with current process and focus on improvement
Focus on reducing cycle time in the system
Improvements are done “real-time” rather than waiting for retrospectives
Metrics are different reflective continuous flow
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For knowledge workers, Kanban = Post-ItTM Notes
Visualizing work provides immediate insight into flow (or not)
bottlenecks
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Kanban works well outside of IT
But sticky notes don’t scale, work for distributed teams, or track metrics
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Electronic systems support broader view
Enterprise Kanban
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Cumulative flow diagrams replace burndowns
Not based on estimates or percent complete – just card moves
Enterprise Kanban
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Electronic Kanban boards for distributed visualization
Enterprise Kanban
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Project A Project B Project C Project Z
Infrastructure QADevelopment
Multi-level Kanban Supports Scaling Enterprise PortfolioCards:Vertical Lanes:Swimlanes:For:
Key ProjectsQuarters
Lines of BusinessCIO & Peers
Project BreakdownCards: Vertical Lanes:Swimlanes:
For:
DeliverablesMonths
FunctionsProject Leads
DepartmentsOperations
or User StoriesProcess
Team Members
Cards:
Swimlanes:
For:
Road Map
Source Control Change Mgmt Test Planning
API IntegrationLink to multiple
systems
Enterprise Kanban
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SAFe Roots
Lean ThinkingProduct
Development FlowAgile Development
Field experience at enterprise scale
Iterative and Incremental
Development
Core Values:1. Alignment2. Code Quality3. Program Execution4. Transparency
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SAFe : Multiple layers need to interoperate
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Agile Teams act as foundations of productivity
• Empowered, self-organizing, self-managing teams with developers, testers, content authority
• Teams deliver valuable, fully-tested software increments every two weeks
• Teams apply Scrum and Kanban project management practices and XP technical practices
• Teams operate under program vision, system, architecture and User experience guidance
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Focus: Strategic Alignment. Code Quality.
Collective Ownership
Test-First:TDD
ATDD
Emergent Design
Scalability Required
Agile Analysis
Continuous Integration
XP Inspired
User Stories
SAFe Scrum
XP Inspired Technical Practices
Strategic Alignment Sprint and PSI/Program
objectives
Aligned sprints and velocities
Program architecture and UX Guidance, governance
Lean prioritization
Code Quality Test First: TDD and ATDD
Continuous integration: component and system
Test automation
Fortnightly system demonstration
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Focus: Program Execution. Transparency.
Program Execution Economic prioritization
Frequent, evaluable, quality deliveries
Fast customer feedback
Fixed, reliable cadence
Fast tracking to actual needs
Transparency All backlogs and progress visible
to all stakeholders
Objective reporting based on working code
Everyone understands capacity, velocity, WIP
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Scale to the Program Level
A self-organizing, self-managing team-of-agile-teams committed to continuous value delivery
Organized around enterprise value streams
Aligned to a common mission
Delivers fully tested, system-level solutions every 8-12 weeks
Common sprint lengths and normalized velocity
Face-to-face planning cadence provides development collaboration, alignment, synchronization, evaluation
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Develop on Cadence. Deliver on Demand.
Deliver on Demand
Develop on Cadence
Customer Upgrade
Customer previewDocs and
certsQA-Release to Market- Governance Firewall
Major Release
Docs and certs
Feature Release
Major Release
PSI PSI PSI PSI PSIPSI
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Scale to the Portfolio
• Lean principles emphasize sustainably fastest value delivery • Portfolio vision guides investments and the enterprise architecture
needed to support customer and business needs• Business epic kanban system provides visibility and work-in-process
limits to support continuous product development flow• Enterprise architecture is a first class citizen; architectural epics are
developed and maintained in a kanban system• Objective metrics support governance and kaizen
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This session will run more like a Kanban team and can be used as a retrospective technique:
1. Creates 5 ideas for questions using 5 mins of the Crawford Slip Method
2. Get with a Business Unit and figure out the groups favorite 5 questions
3. Post to the backlog
4. Vote with Green dots
5. We will flow questions based on highest priority
6. We will answer each question given it 5 mins
7. If it needs > 5 mins we will ask the team “Enough or another 5”
8. Time Left? Yes - goto 5
9. No – You are released!
Lean Coffee Session
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Certification Opportunities (beyond initial training)• Supports both client engagements and internal resources/teams• Certified Scrum Professional • Certified Agile Coach • Certified Agile Trainer
ICF Agile/Lean Community• Connect internal pockets of Agile/Lean enthusiasts across ICF and
Ironworks• Create avenues for idea sharing• Promote Agile/Lean practices and training • Coaching internal key Agile roles
Local Agile/Lean Communities• Engage and support local communities (Agile Richmond, Capital
Kanban, LeanStartUP…)
Community Evolvement