Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
Agile Myth Busters – Uncovering
the Truth About Agile
Mike Stuedemann, PMP, PMI-ACP, CST Certified Scrum Trainer & Agile Transformation Coach
http://collaborativeleadershipteam.com
@StuedeSpeaks
Mike Stuedemann PMP, PMI-ACP, CST
• 18+ years Information Technology -
traditional SDLC and Scrum/Agile
• Practicing Agile since 2007
• Certified Scrum Trainer
• Active member in the Scrum Alliance
and the PMI-MN Agile Practitioner
Community
• Married with 3 Boys - based in
Andover, MN
Copyright 2015 Collaborative Leadership Team 2
3 Copyright 2015 Collaborative Leadership Team
Agenda – Agile Myth Busters
• Myth: Agile is a methodology
• Myth: Agile and Scrum – Same thing
• Myth: Agile doesn’t involve the business
• Myth: We’re Agile – We Don’t Plan
• Myth: There is no Project Management in Agile
• Myth: Agile is not predictable
• Myth: We’re Agile – We Don’t Need Documentation
• Myth: We’re implementing a Package, we can’t use
Agile
• What’s Your Myth?
6 Copyright 2015 Collaborative Leadership Team
Agile Manifesto
Agile Software Development Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we 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
That is, while there is value in the items on the right, we value the items on the left more.
http://agilemanifesto.org
7 Copyright 2015 Collaborative Leadership Team
Agile Manifesto Principles
1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4 Business people and developers must work together daily throughout the project.
5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7 Working software is the primary measure of progress.
8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9 Continuous attention to technical excellence and good design enhances agility.
10 Simplicity--the art of maximizing the amount of work not done--is essential.
11 The best architectures, requirements, and designs emerge from self-organizing teams.
12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
http://agilemanifesto.org/
7 Copyright 2015 Collaborative Leadership Team
10 Copyright 2015 Collaborative Leadership Team
What is Scrum?
• Scrum is an innovative approach to getting work
done
• Scrum can be used to build an application, build a
car, plan a wedding, run a company, etc.
• Scrum excels when the work is complicated or
complex
• Scrum is about people
• Scrum is NOT a software development methodology
• Scrum is NOT magic or a silver bullet
12 Copyright 2015 Collaborative Leadership Team
Agile is all about the Business
• Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software
• Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage
• Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale
• Business people and developers must work together
daily throughout the project
13 Copyright 2015 Collaborative Leadership Team
2014 VersionOne State of Agile Survey
Copyright 2015 Collaborative Leadership Team
15 Copyright 2015 Collaborative Leadership Team
Predicting the Future
Source: Stephen Denning, “Why Did IBM Survive?” www.forbes.com July 10, 2011.
“In preparing for battle, I have
always found that plans are useless,
but planning is indispensable” –
Dwight D. Eisenhower
16 Copyright 2015 Collaborative Leadership Team
Agile Planning
• Vision refers to an opportunity that
we have with customers or in the
market – a Product strategy
• Roadmap lays out a high level plan
for when we want to realize this
Vision (by Q3? Q4? Next year?)
• Release Planning is more tactical to
discuss realistic dates that we can
ship the Product
• Sprint Planning involves teams work
plan to incrementally meet Product
requirements
• Daily Planning enables the team to
“inspect and adapt”
18 Copyright 2015 Collaborative Leadership Team
Agile Can Consistently and Predictably
Deliver If…
• Team composition does not constantly change
• Teams are 100% Dedicated
• Teams maintain a consistent timebox (i.e. Sprint)
• Teams use a consistent way to measuring progress
19 Copyright 2015 Collaborative Leadership Team
Predicting Delivery
• Sprint Burndown Chart
– Shows progress within the Sprint
– Forces the right conversation early
• Product or Release Burndown Chart
– Shows progress across Sprints
– Use to make projections
• Product or Release Burnup Chart
– Shows progress across Sprints
– Use to make projections
– Illustrate changes in Scope
20 Copyright 2015 Collaborative Leadership Team
Example Release Burndown
Originally forecasted release date
Extrapolation of actual release date
21 Copyright 2015 Collaborative Leadership Team
Example Release Burnup
Source: Fox Hedge Consulting, “Minding The Gap: Making Sense of the Release Burndown Chart”
22 Copyright 2015 Collaborative Leadership Team
Agile Related Methods
“Agile”
• Scrum • Extreme Programming • Dynamic Systems
Development Method • Lean Software
Development • Kanban • Scrumban • Others?
24 Copyright 2015 Collaborative Leadership Team
Agile and Project Management
• Not all Agile Methods specify a role for Project
Management
• Example – Kanban – Use your existing roles
• Example – Scrum – There is no project manager
role
• All Agile methods do contain Project Management
Responsibilities
26 Copyright 2015 Collaborative Leadership Team
Project Management Responsibilities in Scrum
Stakeholder Management
Cost Management
Quality Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Risk Management
Procurement Management
Integration Management
Time Management
Time Management
Scope Management Scrum Team
28 Copyright 2015 Collaborative Leadership Team
Agile Manifesto
Agile Software Development Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we 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
That is, while there is value in the items on the right, we value the items on the left more.
http://agilemanifesto.org
33 Copyright 2015 Collaborative Leadership Team
Summary
• Agile is a philosophy, not a methodology
• Scrum is a method that adheres to the Agile philosophy
• Agile requires business involvement and is about business results
• The only way to plan well is to plan often
• There is Project Management in Agile
• Agile methods can be predictable
• We can create documentation, but not at the expense of working product and conversation
Want to Discuss Further? Engage in Witty Banter?
Provide Feedback (Accusations, Insults)?
Contact Mike at: [email protected]
@StuedeSpeaks
Copyright 2015 Collaborative Leadership Team 16