unhelkar mis week07 agile cams

8/10/2019 Unhelkar MIS Week07 Agile CAMS

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Designed & Presented by

Bhuvan Unhelkar, PhD, [email protected]: 0413-821-454;

www.unhelkar.com

MethodScience 2001-2014

Management Information Systems v1.0Week 7: Composite Agile Method &

Strategy (CAMS)(Part ofPost Graduate Program in Management (PGPM)The Great Lakes Institute of Management, Chennai, India)


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Lecture Agenda

What is Agile?

And why should we discuss it in a MIS course?

Core Philosophy of Agile

And Composite Agile Method and StrategyAgile as a Software (Information Systems)

Development Method

Agile (CAMS) as a Organizational CultureDiscussion, application to case study

Course: Management Information Systems

Great Lakes Institute, Chennai, India; MethodScience


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Sub-Module

What is Agile

More than Software Method

MethodScience; Material Designed and Presented by Dr. B. Unhelkar


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Agile is:

Software/ Project

Method

Organizational

Culture

C A M S

Business

Method


Great Lakes Institute, Chennai, India; MethodScience4

Developinga MIS

Undertaking

any initiative in

the organization

A Mindset, a

Attitude;

Irrespective of

Projects.


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Business (Enterprise) Agility



Enterprise Agility

(Big Data, Cloud Computing;

Mobile, Lean Processes)

Rapidly Changing Business Eco-

system (External Impact)

Enterprise Response

(Internal; Change Mgmt)

Business Agility is

the Ability of the

Business to Rapidly

Respond to external

and internal

Changes~ from the Art of AgilePractice


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Planned versus Agile:

CAMS in Balance



Value

Share

Uncertain

Subjective

Team

Situational

Task

Partition

Plan

Objective

Role

Standardized

Planned Agile

Management Leadership

Time-

Budget

Function-

Qua

lity

Trust

Simplicity

Honesty-Courage


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Fundamental of Composite Agile: BALANCE between

Planned Control and Versatility of Agile approach

Analysing Designing

CodingTesting

Planned Method(WaterfallOne Iteration)

AgileMethodMultiple Iterations

Coding

Testing

Designing

Listening

Control

Ver

satility

Business

Coding

Testing

Designing

Listening

Coding

Testing

Designing

Listening


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Short ExerciseCircle the Best Option

Q 1: Select if the following

characteristics of a software

project belongs to the Planned/ Agile approaches:

(a) Partitioning of project

activities in to small, well

defined tasks [P / A]

(b) Organizing the Project through

a Work Breakdown Structure

[P / A]

(c) Trusting the Team to deliver

the project [P / A]

(d) Enabling sharing of

Responsibilities across theboard [P / A]

(e) Accepting and facilitating

change [P / A]

(f) Focusing on managing tasks

assigned to team members [P

/ A]

(g) Creating detailed

documentation that outlines

schedules and costs [P / A]

(h) Encouraging subjectivity and

leadership [P / A]

(i) Drive the project through

time, budget and scope [P / A]

(j) Drive the project through

trust, simplicity and courage

[P / A]

8MethodScience.com, 1998-2014


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Sub-Module

Agile as a SW Development

Method

Based on the Agile Manifesto;

A Scrum Example



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Manifesto for Agile Software

Development: Agile Manifesto

http://agilemanifesto.org/We are uncovering better ways of

developing software by doing it and

helping others do it. Through this workwe have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive

documentation

Customer collaboration over contract negotiation

Responding to change over following a plan


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A Mindmap of Agilefrom the Psychology of

Agile, Cutter, B. Unhelkar, 2014

Theverybas

is

ofAgileis

RightBraine

d

Practic

alApplication

requiresLeft-Brain

Char

acteristics

Psycho

Analytical

Cognitive

Psychology

Behavioral

Psychology


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Customer-Centric: 1. Customer Satisfaction

4. Collaboration (Customer-Business-Developer)

6. Face-to-face

Conversation

Developer-Centric: 5. Self-Motivated

Individuals

7. Working Software

8. Sustainable Development

Architecture-Centric: 9. Technical Excellence

10. Simplicity in Design

12. Reflection

Management-Centric: 2. Acceptance of Changes

3. Frequent Delivery

11. Self-Organized Teams

AgilePrinciples

Contextual Groups of Agile Principles(B. Unhelkar, Art of Agile Practice, Taylor & Francis/CRC

Press, 2012)


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Customer-Centric Agile Principles

in MIS

Focuses the attention of Solution developers

on satisfying Customers needs

Rather than developing something grand that

does not satisfy customer needs

Encourages Collaboration between

Customer-Business-Developers to ensure

VALUE is delivered

Face-to-face Conversation provides the basisfor clarifications, change of directions etc.


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Developer-Centric Agile Principles

in MIS

Focuses on the motivation of the individual

solution developer

Ensures an on-going Working Solution all

the time

Structures the development approach in a

way that is Sustainable


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Architecture-Centric Agile

Principles in MIS

Focuses on Technical Excellence that is

based on SIMPLICITY

Most complex systems are not so at the

outset

Even complex designs start with simplicity

Provides opportunity for Reflection

And amendment to the approach

Encourages throwing away of inferiordesigns; architectural mistkaes

And learning from it


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Management-Centric Agile

Principles in MIS

Management in Agile is based around Self-

Organized Teams

Builds on the individuals self-motivation

Its a Team effort

Change is welcomehence has a buy-in

from the Users

Rapid Iterations-Increments

That results in Frequent Delivery


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Q 1: The Agile principle of

focusing the attention of

solution developers on thereal needs of the users is:

(a) Customer-centric

(b) Developer-centric

(c) Management-centric

(d) Architecture-centric


Q 2: Focusing on the Technical

excellence of the solution

design and having the courageto re-do it is Agilesfollowing

principle:

(a) Customer-centric

(b) Developer-centric(c) Management-centric

(d) Architecture-centric


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Sub-Module

Agile Lifecycle

User Stories, Iterations & Life cycle



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Agile: Scrum Lifecycle(ack. VishalVerma.in)




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User Stories (Unit of Functionality and a Non-

Functional Features): Example of an Agile

TechniqueA

B

C


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Three Simple Parts of an

Agile Iteration

MethodScience.com, 1998-2014; CAMS

T O D O . . D O I N G D O N E . .

Story-1

Story-2

Story-3

Story-4

Story-8

Story-3

Story-5

Story-6

Story-2

Story-7

Story-2

Story-7

21


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Business Analysis Touch-points in Scrum

Product

Increment

Release

Daily ScrumMeetings

2-4 weeks

ProductBacklog

SprintBacklog

PlanScoping

Requiremen

ts; CreatingSprints;

Functional;

Non-

Functional;Usability

Requirement

s; Tracking

and

Reporting;

Continuous

Testing;

Continuous

Integration;Feedback.

User

Acceptance;

User Training;

Integration

Tests;

Update

Backlogs;

Metrics

Conversations;

Translations;

Clarifications;

Prioritization;

Estimation;

Helping with

Iterations;


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Psychological Disciplines, The Agile Manifesto and the

Balancing act between Agile and Planned values

Trust

Honesty

SimplicityCourage

Collaboration

Plan

Document

MeasureRepeat

Optimize

Practices(Scrum, XP,

Lean-Kanban)

Governance(Sarbanes-Oxley,

CoBIT, ITIL)

Beyond Software Development

The Agile Manifesto

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Vital f

Outsou

Proje

Lifecycle(Iterative,

Incremental,

Spiral)

Management(PMBOK ,

Prince2)

Agile P

lanned

Organization


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Q 1: In an Agile method,

Backlog is a common term

for:

(a) Log of errors and

enhancements

(b) List of Use cases to bedeveloped

(c) Prioritized list of features to

be developed

(d) List of back-end

developments


Q 2: One of the following is not

a correct statement of the Agile

manifesto:

(a) Individuals and

interactions over processes

and tools

(b) Working software overcomprehensive

documentation

(c) Contract negotiation over

customer collaboration

(d) Responding to change over

following a plan


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Sub-Module

Agile as an Organizational

Culture

The Psychology of Agile;

Organizational Adoption.



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(c)

Myria26


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27

Agile Leads to a Quantum Jump in Project &

Organizational Culture of Let it Happen

Plan Do(Formal)

Be - Happen(Future - CAMS) Envision - Evolve

(Agile)

Amorphous Reality

[Ambiguous, Complex,

Changing]

[Laughter]


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Abraham Maslows Need Hierarchy, the Left &

Right Brain, & the place of AgileKey Layers of Self

Growth

Doing Evolving - Happening

Individualistic

O

rganizational

Physiology

Planned

(Doing)

Left Brain

Inclination

Analytical

Verbal

Logical

Right Brain

Inclination

Intuitive

Visual

Imaginative

Safety

Belonging

Esteem

Actual

ization

Agile

(H

appening)

Each Agile Practice made up of Skill-Aptitude-


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Each Agile Practice made up of Skill-Aptitude-

Experience-Influence; Uses and ProducesDeliverables-Outcomes-Values

Skill Attitude

Experience

Influence

Deliverable

Outcome

Value

Use

Configure

Produce

Agile Practice-1

Agile Practice-2

Agile Practice-3

ManifestoValues

Principles

Sh E i


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Q 1: The Right-brained

characteristic of Agile maps

to the following fromAbraham Maslows needs

hierarchy:

(a) Physiology

(b) Safety

(c) Belonging

(d) Esteem


Q 2: In adopting Agile at an

organizational level, the

following pair is a validcombination to consider :

(a) Skills and Attitude

(b) Skills and Deliverables

(c) Experience and Outcome(d) Attitude and Deliverables


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Key Points (Summary)

(Your turn )

1.

2.

3.


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References

Discussed during the lecture

Course: Management Information SystemsGreat Lakes Institute, Chennai, India; MethodScience

32


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Course: Management Information SystemsGreat Lakes Institute, Chennai, India; MethodScience

A. Discuss how a good, configurable MIS is

crucial for an organization to be Agile.B. Argue why an Agile organization is far more

important than an Agile software

development method.

C. Why is CAMS more practical than pure Agile

or Planned approaches? And what are its

challenges? (hint: Be-Happen is easier said thandone in practical MIS development)

33

P j t W k (G b d C A l i


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Project Work(Group-based Case Analysis,

Report & Presentation)

a) Documented: Businessobjectives, DATA needs,

Project lifecycle (with

Iteration & Increment) for

your MIS, Business

processes and the SMACmapping

b) Updated your PPT and

Word project report with

the above

c) Reminder: NO theory;ALL work must be

practical, relating to your

case study

d) Ensure you Reference

your Sources Course: Management Information System (MIS)Great Lakes Institute, Chennai, India; MethodScience34

a) Considering AGILE in thecontext of your case

study: Customer-,

Developer-, Architecture-

and Management-centric

b) Discuss and Documenthow your MIS supports

your AGILE organization

c) Document Organizational

Adoption of Agile (using

CAMSMethod &Strategy)

By now you will have In this week you will be


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Sub-Module

ADDITIONAL MATERIAL

Avoiding Method Friction


Figure 4 7: Variation & Extend of Planned and


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Business

(Operational)

Governance

Planned

Project

Method

Figure 4.7: Variation & Extend of Planned and

Agile Elements in a Composite MethodConfiguration depending on Organizational and

Project Characteristics

AgileMetho

d

CAMS Configuration varies according to Organizational

& Project Characteristics

Planne

d

Metho

d

Rigidity

Flexib

ilityComposite Agile

(Starting Point)

Agile Project

Method

(a)Var

iation

(b)Extend

Figure 4.11: Embedding Agile Practices within Activities of


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Role-1

Process-Map

Deliverable

Role-2

Role-3

Activity-1

Activity-3

Activity-2

Activity-4

AgilePractices

AgilePractices

AgilePractices

AgilePractices

AgilePractices

AgilePractices

AgilePractices

AgilePractices

AgilePractices

Process Elements

from Planned

Methods: e.g.

Detailed Planning,

Modeling,

Documentation

Agile Practices include: Standup

meetings, Pair Programming,

Visible Charting.

Planned Process - Elements Agile Process - Practices

1

1

2

3 4

5

6

2 3

4

5

Figure 4.11: Embedding Agile Practices within Activities of

Planned Process-Maps

.Embedded in CAMS


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Embedded in CAMSRequirements

Practices (ARP)

Close liason with User

DescribeRequirements (UserStories)

Incorporate feedbackinstantaneously

Negotiate & Prioritizerequirements

Spread Requirementsinto Product backlogs

Estimate efforttogether withDevelopers

Development Practices(ADP)

Pair or extremeprogramming

Frequent delivery ofworking software

Continuous &automated testing

and systemintegration

Prioritize mostbusiness-valuedfeatures first

Frequent customerfeedback,customer onsite

Architecture & DesignPractices (AAP)

Continuous Review ofEnterpriseArchitecture

Simplicity of design

Refactoring of design& code

Prototype Database &User interfaces

Support Rapiditerations

Management Practices(AMP)

Self-organize Teammembers

Empower / MakeTeam membersresponsible

Facilitate and

coordinateEnable Ownership of- sponsor- product owner- joint team

Stand up meetings(often daily - Scrum)

Workshops

Learning cycles

Quality Assurance &Testing Practices

(AQP)

Separate Unit,Integration, System,Non-functional tests

Continuous Testing

Test cases beforeDevelopment

User Tests (non-functional) from thestart

Change Practices(ACP)

IdentifyStakeholders

Discuss areas ofChange

IncorporateFeedback in Pilot

Undertake HolisticChange

Business Practices(ABP)

Identify slack inBusiness Processes

Apply processOptimization

Apply QualityFactors

Maintain CustomerContact

LeadershipPractices (ALP)

Maintain Valuefocus

Have Courage toChange

Be Transparent atProject/Org level

Facilitate & Lead

GovernancePractices (AGP)

Maintain OpenControl &Reporting structure

AnticipateTechnologyChanges

RemainTransparent

Comply withLegislations

OperationalPractices (AOP)

Maintain businessas usual processes

Enable continuousLearning

Ongoing Measuresand Reporting forImprovement

Figure 4 14: CAMS Configuration &


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Figure 4.14: CAMS Configuration &

Execution in Practice

MethodScience.com, 1998-2010;Composite Agile Method & Strategy

Diagnose Project Requirements(Project Type, Size, Industry Sector)

Select from Repository of ProcessElements/ Agile Practices

Provide Conditions / Rules to put theProcess Elements together

Create & Validate the CAMS Iteration

Execute CAMS and Monitor/Update

Configuration(Process

Toolshelpful)

Agile

Practices

Planned

Process-

Maps

Figure 4 15: Using the CAMS Repository in Practice


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Plan & Organize

Service Strategy

Measurement

Requirements

Formal Design

Iterative Coding

Testing ToolsQuality Processes

Change Management

Value Generation

Ongoing Monitoring

Collaborative requirements

Pair Programming

Simple DesignResponsible team members

Walkthroughs and inspections

Negotiable requirements

Working software

Code Refactoring

Empowered team members

Workshops

Figure 4.15: Using the CAMS Repository in Practice

Requirement prioritization

Full time on-site customer

User Interface Refactoring

Joint team ownershipOperational Dependencies

Implement business features

Continuous testing

Database Refactoring

Standup meetings

Customer feedback

Continuous system integrationMethodScience.com, 1998-2010;Composite Agile Method & Strategy

Interrelationships between typical


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CMM

Bh U h lk PhD 41

Interrelationships between typical

Processes & Frameworks - A Role-

based Organizational View

ITIL

Six Sigma IIBA

Prince2

Scrum

TOGAFUnified

Process

BusinessManager

BusinessAnalyst

ProjectManager

EnterpriseArchitect

Developer;Designer

Process Advisor(Methodologist)

Business

Leader

Tester

ISTQB

unhelkar mis week07 agile cams

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