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Agile Information Management Development
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Agile Project Management Characteristics Acceptance and even welcome of changing
requirements
Incremental product delivery
Define, develop and deliver early and often
Small teams of mostly dedicated resources
Constant communication between the customer (proxy) and the team
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Why Agile Development?
Change is Constant Market Changes Technology Changes Customer Needs Change
Responsive
Faster ROI
Feedback to Refine and Reprioritize Features based on Customer Feedback
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Agile vs. Traditional Project Management Requirements defined per increment vs. all at once Agile by design responds to customer change opposed to
formal change requests Goal to produce project artifacts that bring value to the
customer vs. stacks of paperwork that serve no long term purpose – Lean origins
Agile generates ROI and customer feedback faster than waterfall
Tighter feedback loops improve navigation of risk, schedule, and customer expectations
Customer involvement greater – produces an end product that is more in focus with the customer’s expectation
Testing occurs throughout the product development instead of at the end. Fix as the issue is identified
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Agile vs. Waterfall
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Flavors of Agile
Scrum or Scrum hybrid (75% of Agile)
XP (Extreme Programming)
Lean Software Development
Agile Unified Process
Crystal
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Scrum
Development Cycles Time-boxed Sprints – Incremental Product Delivery
Roles ScrumMaster, Product Owner, Team, Technical Lead
Ceremonies Daily Standup, Sprint Retrospective/Review
Principle Artifacts Product Backlog, Burn-Up/Burn Down Charts
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Scrum Development Cycle
Sprints Typically 2-4 weeks in duration Goal to produce clean (shippable code) each sprint Release when Minimum Viable Product has been reached
Typical Sprint with Release1. Backlog Grooming2. Sprint Planning – Team Commitment3. Development and Testing – Daily Standups4. Customer Demonstration5. Release6. Sprint Retrospective and Review
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Scrum Roles ScrumMaster
Conducts daily standup meeting Works to remove identified barriers
Product Owner Customer proxy Maintains Product Backlog
Team Self governing, dedicated resources 7 team members average size Multi-disciplined and self contained
Technical Lead Guides the team on technology strategy Responsible for the technical design and code quality of the
product Mentors and coaches the technical team Removes technical impediments
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Scrum Ceremonies
Daily Standup Three Questions Promotes Communication and Accountability
Sprint Planning Items to be completed for the upcoming sprint Goal to produce shippable code at the end of each sprint
Demonstrations As needed to obtain customer feedback
Sprint Review/Retrospective Team-Centric Lessons Learned – Improvements
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Scrum Tools and Artifacts
User Stories Requirement from a user’s perspective “As a _______________, I want to ______________________, so
_______________________.”
Product Backlog Smart “wish list” Comprised of user stories Captures numeric business value and relative complexity
of each item
Burn-up/down charts Measures relative value of work completed each sprint Velocity
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Agile Team Best Practices
Dedicated resources
Co-location of team members
Source Control
Testing throughout – not just at the end
Eliminate Technical Debt
Common understanding of terminology and processes
Support of Leadership
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Agile for Governance and Analytics Jennifer Everett and Erica Knapp
Blue Cross and Blue Shield of Nebraska
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Jenn Everett
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29%
41%
12%
17%
EmergeneticsConceptual
Social Conceptual
Structural Analytical
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Erica Knapp
15
30%
24%
26%
20%
EmergeneticsSocial
Social Conceptual
Structural Analytical
• Superpower I’d most like to have: To be invisible
• Favorite part of Blue Cross: The culture
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Leadership Triangle
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Pre-Planning & Planning
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Collaboration
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Demo
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Celebrate
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The Power of Self-Organizing Teams!
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Questions and Discussion