understanding the urge to agility

AGILITY

Any Idea About the Success Rates in Software Projects?

What Do Customers

Want!?

Faster T2MDeliver Smart Solutions

Be FlexibleDeliver Quality

With Lower Cost

Sure, Why Not!

WATERFALL

HOW IT WORKS?

No Hurry. Take Your

Time, Define The

Deee…tailed Scope

Up Front!

Be sure about the

scope. Precise targets create

success!?

The Standish Group has stated for many years that clear goals are achieved when all the stakeholders are focused on and understand the core values of the project. We believed that goal clarity and focus were essential to a successful project. However,measuring success by both the Traditional and Modern metrics we found the opposite to be true.

Upss..Also, We Know That 35% Of Initial Scope Will Change

During Development On Avg

Source: Advanced Methods Inc.

HMM CHANGES?

WHY?

Customers Don’t Know What They Want

Organizations, people and markets are not machines. These are complex (living) systems.

COMPLEX CHAOTICORDERED

fully predictable somewhatunpredictable

veryunpredictable

Most of the today’s business

lives in here

In an unpredictable environment, people have a tendency to experiment, learn and improve the result at hand. This is our nature.

At What Phase Of a Project, You Start To Get Most Of The Change Requirements?

Even If There Is No Change In The Market,

User Experience Will Probably Trigger New Desires

Market Also Changes Really Fast

+

Hmm Interesting, Got It. But Sorry,

‘NO CHANGE’Accepted

Till Phase 2

By The Way, Phase 2 Will Be Year Later

If No Change In

Scope Allowed,

Then I Will Ask For

Anything I Can

Imagine..

Ok, Lets Go Back.

Why Software Guys Say No To

Change?

Issue Is: We Have Tough

Deadlines & Changes Increase

Probability Of Missing It Which

Is Not Acceptable

So…Catch The Deadline (if can) Probably With The Wrong Product…

There Is No Wrong Product! There Are Untrained People!

The Ultimate Summary

Catch the Deadline (follow the plans)

Pressure

No Change On Scope!

Upfront Detailed Analysis

Waste FeaturesHigher Cost

May Decrease Quality

Unsatisfied Users

Trigger Change

put m

ore

pres

sure

Catch the Deadline (follow the plans)

Pressure

The Ultimate Root Cause

What Is The

Importance of

Deadline?

DEADLINE ?= T2Mbasically we do not want to be late

to the market

Don’t Be Late! Start Small?

>6 months <1 month

T2M Is Associated With

Value Proposition, Prioritization &

Frequent Delivery

PARETO RULE

FREQUENTLY DELIVERINGSIMPLEST, VALUEABLE OUTCOME

OLD ECONOMY

NEW ECONOMY

SO, WHAT TO DO?

We NeedMore

Resources!

UtilizePeople? Sorry

resources?

Source: http://blog.codinghorror.com/the-multi-tasking-myth/

Get MoreIndividualHeroes?

Will ThatReallyWork?

NO HEROES!WE NEED RADICAL COLLABORATION!

EmpowerManagers, They WillControl It?

Project Type Characteristics Leader’s Job

Chaotic

High TurbulenceNo clear cause-‐and-‐effectUnknowablesMany decisions and no time

Immediate action to re-‐establish orderPrioritize and select actionable workLook for what works rather than perfectionAct, sense, respond

ComplexMore unpredictability than predictabilityEmergent answersMany competing ideas

Create bounded environments for actionIncrease levels of interaction and communicationServant leadershipGenerate ideasProbe, sense, respond

ComplicatedMore predictability than unpredictabilityFact-‐based managementExperts work out wrinkles

Utilize experts to gain insightsUse metrics to gain controlSense, analyze, respondCommand and control

Simple

Repeating patterns and consistent eventsClear cause-‐and-‐effectWell establish knownsFact based management

Use best practicesExtensive communication not necessaryEstablish patterns and optimize to themCommand and control

Source: “Management Frameworks,” Harvard Business Review, October 2008

Management Style Mismatch!

SomethingElse?

We Need a ParadigmShift in the Way We

WorkToday

AGILE is;Flexibility, capacity and the

capability of rapidly and efficiently “adapting” to “change”

AGILE IS A THOUGT SYSTEM

Responding to change


Working as a team, focusing on customer, delivering value and

continuously improving


Building a team based workplace environment to allow people to achieve their maximum potential


ITERATIVE & INCREMENTAL APPROACH

What About TheProgress?

How Much Already DONE?

What AboutThe Progress?How Much Already DONE?

Most of the documentation,

none of the actual product

May be more than 20-30% of the

actual product is working

What About Your

Agility?

Communication level in your team

Decision making structure

Accountability level

Frequency of customer involvement

Speed of handling change requests

Working output delivery frequency

Testing process

Analysis process

Authentication policies

Progress transparency

Learning & improvement culture

Face to face, open, frequent Mostly written, not frequent

Collaborative, as a team Top down, one man show

Personal responsibilityCommitment as a team

Frequently At the beginning & end

At most in few weeks Takes more than 2 months

At most in few weeks Takes more than 2 months

Continuously throughout the project

As a whole at the end

Detailed upfrontOngoing

Self organizing & correcting Bureaucratic

Measured and visible Sensational progress tracking

Frequently improving things Status quo is the habit

Score Yourself 15

NOT YET AGILEAGILE

SCRUM For Agility

Scrum is a framework within which people can address complex problems, and productively and creatively deliverproducts of the highest possible value. It is the most preferential and mostly used management tool among all Agile methodologies.

ROLES IN SCRUM

Product Owner

ScrumMaster

Development Team

• Optimizes the value of the Product• Creates and maintains the Product Backlog• Chooses what and when to release• Represents stakeholders and customers to the

Development Team

• Creates the product Increment• Operates in a series of Sprints• Organizes itself and its work• Collaborates with Product Owner to optimize value

• Enacts Scrum values, practices, and rules throughout the organization

• Ensures the Scrum Team is functional and productive

• Provides guidance and support for the Scrum Team

Reference: Scrum.org

ARTIFACTS IN SCRUM

All Product Backlog items selectedfor a Sprint

+

A plan by the Development Team to deliver them

• An ordered list of desirements

• Potential features of the product

• The single source of truth for what is planned in the product

PRODUCT BACKLOG

SPRINT BACKLOG

Reference: Scrum.org

EVENTS IN SCRUMReference: Scrum.org

daily time-boxed event of 15 minutes, or less, for the

Development Team to re-plan the next day of development

work during a Sprinttime-boxed event of 1 day, or less, to start a

Sprint. It serves for the Scrum Team to inspect

the work from the Product Backlog that’s most valuable to be

done next and design that work into Sprint

backlog

time-boxed event of 4 hours, or less, to conclude the

development work of a Sprint. It serves for the Scrum Team and the stakeholders to inspect the Increment of product resulting

from the Sprint

time-boxed event of 3 hours, or less, to end a Sprint. It serves for the Scrum Team to inspect the past Sprint and plan for improvements to be enacted during the next

Sprint

PLANNING MEETINGDAILY SCRUM

SPRINT REVIEW

SPRINT RETROSPECTIVE

Seems Easy.WhereToStart To

TransformInto Agility?

It is aMulti Level

Transformation

What Would Get a Pea-

Hater Kid To Eat Peas ?

Tell him to eat peas as a parental authority ?

Reward him with ice cream if he did eat

Eat peas as a good role model

Explain the reasons why eating peas is good for himwww.acm-‐software.com

Birch* Found One Thing That Worked

Predictably: Peer Pressure

We tend to conform to the behavior of people around us

* Researcher, Leann Lipps Birch, University of Illinois

Just Start Small, Others Will Follow

THANK YOU!www.acm-software.com