agility infusion 101: agile & beyond

Agility Infusion

Tom Churchwell

Tom (TC) ChurchwellLeadingAgileAgile Transformation Consultant

Tom.Churchwell@LeadingAgile.Com

TChurchwell@GMail.ComLinkedIn: tomchurchwell

Twitter – tchurchwell

Agenda

• Traditional vs agile

• History

• Values

• Principles

Agenda

Why Agility

What Agility

How Agility

• Virtuous Feedback

• Test Driving

• Quality & Automation

• What’s wrong with agile

• What gets in the way

• Three Things

Standing On The Shoulders of GIANTS

Why Agile?

7

Why Agile???

8

Why Focus On Why???

David HussmanDevJam.Com

Opportunity

Value

Degradation

over Time

Time

Va

lue

10

Traditional Projects

Opportunity

Initiation

Investment

Implementation

Costs

(Risk)

Value

Degradation

over Time

The System is Deployed

Time

Va

lue

Planning

Breakeven

11

Traditional Projects

Opportunity

Initiation

Investment

Implementation

Costs

(Risk)

Value

Degradation

over Time

The System is Deployed

Time

Va

lue

Planning

Realized

Value

Breakeven

12

Traditional Projects

Challenges of a Traditional

Approach

◦Huge Risk “Investment” in a Solution

“Investment” grows over time with no guarantee of

recovery

“Big Bang” Deployment could be “Big Bust”

Integration delays can cause Pushed deployment

date

◦Slow ROI (Break-Even) Realization

◦All Requirements Needed “Up-Front”

◦Not Easily Adaptable to Change13

• Feature Usage in Software:o% Rarely or Never Used?o% Always or Often Used?

Do Software Projects Deliver Valuable Outcomes?

Clippy was voted as one of the

top 50 worst inventionsby Time magazine

Agility Produces Value

Opportunity

Time

Va

lue

Value

Degradation

over Time

15

Agility Produces Value

Opportunity

Much Earlier

BreakevenInitiation

Investment

Time

Va

lue

Planning

Implementation

Costs

(Risk) Deployment is

to Production “Early and Often” reducing risk and

simultaneously increasing Realized Value with each

iteration

Value

Degradation

over Time

16

Agility Produces Value

Opportunity

Much Earlier

BreakevenInitiation

Investment

Time

Va

lue

Planning

Implementation

Costs

(Risk) Deployment is

to Production “Early and Often” reducing risk and

simultaneously increasing Realized Value with each

iteration

Greater Realized

Value

Value

Degradation

over Time

17

Agility Produces Value

Opportunity

Time

Va

lue

Greater Realized

Value

Value

Degradation

over Time

The System is Deployed

Realized

ValueMUCH GREATER VALUE

REALIZATION (Profitability)

MUCH

LOWER RISK

18

Business Impact

• High Value functionality Doesn’t wait for the whole project to get deployed◦ ROI (break even) is achieved sooner

◦ Value Realization is produced earlier and for longer meaning higher overall ROI

• Risk is Managed and Shrinks throughout the project◦ Releases that are“To Production”produce

immediate value, return on investment and reduction of risk 19

Agile 101

Agile History

Agile Manifesto Values

Individuals & Interactions Processes & Toolsover

Working SoftwareComprehensive Documentation

over

Customer Collaboration Contract Negotiationover

Responding to Change Following a Planover

That is, while there is value in the items on the right, we value the items on the left more.

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Source: www.agilemanifesto.org

Agile Manifesto Principles

Satisfy the Customer

Welcome Change

Deliver Frequently

Collaborate Daily

Support & Trust Motivated

Teams

Promote Face-to-Face

Conversations

Deliver Working Software

Promote Sustainable

Pace

Promote Technical

Excellence

Maximize Through

Simplicity

Have Self-Organized

Teams

Reflect & Adjust Regularly

Source: www.agilemanifesto.org

AGILE: WHY IT FAILS

Methodology Agile

Agile is NOT a Methodology

• Methodology implies steps to follow

• Learn the steps and everything will be OK

• Methodology implies infrequent change

• Learn the steps and as long as nothing changes, you’ll be OK

• Agility is a different way of collaborating

• It is a different way of getting to ”done”

• It is a skill

• Shu-Ha-Ri27

30

Matrixed Organizations

Limited Access to Subject Matter

Expertise

Non-instantly Available Resources

Too Much Work In Process

Low Cohesion & Tight Coupling

Shared Requirements

Between Teams

Technical Debt & Defects

Large Products with Diverse TechnologyTeam

One Reason We Resist Change Is Because We Are Focused On

What We Have To Give Up Rather Than

What We Have To Gain

AGILE: WHY IT WORKS(THE 3 THINGS)

Teams

33

Team: We have everyone and everything (skill sets, tools, etc.) needed to deliver working, tested, documented, deployable product.

Team

Teams & Backlogs

34

Backlog:

• Backlog items are appropriately sized

• Backlogs are ordered and prioritized

• Backlog items capture all the work needed

Team

Backlog item

Backlog item

Backlog item

Backlog item

Backlog item

Teams, Backlogs, & Working Tested Product

35

Working Tested Product: • Deliverables meet defined acceptance criteria• Deliverables have been reviewed and approved by product owner/

stakeholders• Deliverables have been tested, and are shippable (either with no bugs,

or known/ accepted bugs)

Team

Backlog item

Backlog item

Backlog item

Backlog item

Backlog item

Working

Tested

Product

Teams, Backlogs, & Working Tested Product

36

Team

Backlog item

Backlog item

Backlog item

Backlog item

Backlog item

Working

Tested

Product

Clarity AccountabilityMeasureable

Progress

Feedback Loops Are Fundamental

Landing a Man on the Moon or Getting a Cup of Coffee

Four Fundamental Things

Process Control: Defined vs. Empirical

40

Staying on Track Staying on Course

Defined & Linear Empirical & Iterative

Feedback Loops &

Engineering Practices

Traditional Development

42

Specify

Design

Code

Test

Deploy

Sustain

Test Driving

43

Test Driving

44

Specify

Design

Code

Test

Deploy

Sustain

Automated Testing Triangle (Patrick Welsh)

Straw –GUI Tests– {Brittle}

Sticks–Acceptance Tests– {Less Brittle}

Bricks –Unit Tests– {Least Brittle}

Testing Triangle Modified by TC

Building Working Tested Software

Source

Code

Management

Building Working Tested Software

Source

Code

Management

Continuous

Integration

Building Working Tested Software

Automated

Test Suites

Source

Code

Management

Continuous

Integration

UT – AT - UI

Building Working Software

Automated

Test Suites

Source

Code

Management

Continuous

Integration

UT – AT - UI

Teams, Backlogs, & Working Tested Product

51

Team

Backlog item

Backlog item

Backlog item

Backlog item

Backlog item

Working

Tested

Product

Clarity AccountabilityMeasureable

Progress

Scrum 101