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Introducing agile
The document introduces Agile methodology, emphasizing its principles and values which prioritize customer satisfaction, adaptability, and continuous improvement. It compares Agile with traditional waterfall development, highlighting the challenges and failures commonly faced in project management. Additionally, it discusses practical approaches to apply Agile in project execution and the importance of self-organizing teams.
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Introducing agile
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- 3. Agile ME SummitApril 12 2015 http://agileme2015.meagile.com/
- 4. Agile Middle East [email protected] https://agilemiddleeast.org/ Contact Informationhttps://www.facebook.com/AgileMiddleEast https://twitter.com/MEAgile https://www.linkedin.com/groups?home=&gid=8133203
- 5. Questions are moreimportant than Answers “The mere formulation of a problem is often far more essential than its solution which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science.”
- 6. The problem The CHAOSManifesto, Standish Group 2012 29% 14% 57% Waterfall development Failed Successful Challenged
- 7. Just an example Originalbudget • Planned work from February 2005 to December 2008 (=34 months) • Estimated cost: 876 Million USD • Height: 728 m
- 8. Just an example Originalbudget • Planned work from February 2005 to December 2008 (=34 months) • Estimated cost: 876 Million USD • Height: 728 m Actual Outcome • Actual work from September 2004 to September 2009 (=60 months) • Cost: 1.500 Million USD • Height: 828 m
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- 10. Why? • The requirementschanges • The environment changes • The business changes • The technology changes • The competition changes • The people changes • The tool changes • Experience grows
- 11. “At the endof the day, your job isn’t to execute a plan or get the requirements right—your job is to change the world”
- 12. The solution? 9% 42% 49% Agile Development Failed Successful Challenged 29% 14% 57% Waterfalldevelopment The CHAOS Manifesto, Standish Group 2012
- 15. So, what isAgile?
- 16. So, what isAgile? Well... • It’s not Happy Hacking • It’s not unorganized • It’s not unstructured • It’s not unplanned • It’s not undocumented • It’s not undisciplined Fact is – It’s extremely disciplined
- 17. Values and Principles AgileGoal (1) Agile Values (4) Agile Principles (12) Agile Methods (40+) Agile Techniques (200+)
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- 20. Agile Principles 1. Ourhighest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements 3. Deliver working software frequently 4. Business & IT must work together daily 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. Face-to-face conversation is the most effective method of communicating 7. Working software is the primary measure of progress. 8. Sustainable development 9. Technical excellence 10. Simplicity--the art of maximizing the amount of work not done - is essential. 11. Self-organizing teams. 12. Reflect and adapt continuously
- 21. Key words 1. Ourhighest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements 3. Deliver working software frequently 4. Business & IT must work together daily 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. Face-to-face conversation is the most effective method of communicating 7. Working software is the primary measure of progress. 8. Sustainable development 9. Technical excellence 10. Simplicity--the art of maximizing the amount of work not done - is essential. 11. Self-organizing teams. 12. Reflect and adapt continuously
- 22. The Bottom Line 1.Continuous Improvement 2. Iterative Development 3. Respect
- 23. Framework for Continuous Improvement •Respect where you are • Make work and problems visible • Use empirical evidence as a basis for decisions • Optimize the whole, not the parts (System’s thinking) Plan Do Check Act ”Learning is not mandatory, neither is survival”
- 24. Iterative Waterfall Analysis Design Implementation Test Deployment Icons designed byFreepik Release 1 Release 2 Release 3 Release 1
- 25. The Roots • ToyotaProduction System • KaiZen & Lean Management • The New New Product Development Game • Principles of Flow • The Goal • Total Quality Management • Evo • W Edwards Deming • Taiichi Ohno • Hirotaka Takeuchi • Eliyahu M Goldratt • Tom Gilb • Don Reinertsen
- 26. The number oneproblem Why can’t you unders
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- 28. Comparing Waterfall andAgile Waterfall
- 29. Comparing Waterfall andAgile Waterfall
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- 31. When should Iuse Agile?
- 32. When should Iuse Agile? ”You should only use Agile on Projects you want to succeed”
- 33. When should Iuse Agile? ”You should only use Agile on Projects you want to succeed” 9% 42%49% Agile Development Failed Successful Challenged 29% 14% 57% Waterfall development
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- 38. When a traditionalmanager goes shopping... Make shopping list Estimate costs Plan route Set iron triangle Assign resources Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off
- 39. When a traditionalmanager goes shopping... Make shopping list Estimate costs Plan route Set iron triangle Assign resources Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off
- 40. When a traditionalmanager goes shopping... Make shopping list Estimate costs Plan route Set iron triangle Assign resources Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off
- 41. When the agilemanager goes shopping Set timebox Fetch credit card Go to super- market Check prices and supplies Try sample food in shop Call family Shop Rent a movie Deliver to kitchen Show goods for chef Buy extra items at 7-11 Cook food ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good”
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- 43. How to runan Agile Project Identify the business opportunity Prioritize Self-organize - Analyze - Implement - Refactor - Test - Deploy Evaluate, Reflect & Adapt ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” Priority Retrospect Done
- 44. Traditional Employee • Specialist(I-profile) • Accountable for own work • Acts on instruction Agile Employee • General Specialist (T-profile) • Accountable for team’s work • Acts on needs • Self-organizes Competence Competence
- 45. Management Traditional Manager • Decisionmaker • Accountable for the result • Assigns tasks and roles Managers in Agile organizations • Servant Leader & Guide • Accountable for the environment the team works within • Setting goals
- 46. Project Teams Agile Teams •Self-organizes • Network • Team accountability • Individual responsibility Traditional Teams • Predefined roles • Hierarchy • Individual accountability
- 47. Agile Planning ≠WBS Todo Doing Done Analy sis Prior ity Burnd own Cumul ative Flow Deliver ed Value 1. Tasks are selected instead of assigned 2. Individuals are responsible for tasks they selected themselves 3. Team is accountable for delivery 4. Plan and analysis is visible for all Ris k
- 48. Declaration of interdependance Weare a community of project leaders that are highly successful at delivering results. To achieve these results: • We increase return on investment by making continuous flow of value our focus. • We deliver reliable results by engaging customers in frequent interactions and shared ownership. • We expect uncertainty and manage for it through iterations, anticipation, and adaptation. • We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. • We boost performance through group accountability for results and shared responsibility for team effectiveness. • We improve effectiveness and reliability through situationally specific strategies, processes and practices.
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