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LEVERAGING AGILE TECHNIQUES TO IMPLEMENT WORKFLOW SOLUTIONS
MORE EFFICIENTLY
TONI SMITH, SENIOR ACCOUNT MANAGER, IMAGESOFT MICHELLE TELECKY, SENIOR BUSINESS ANALYST, IMAGESOFT
WHERE AGILE IS USED
Agile is not just for cutting-edge teams anymore. Its is used in a variety project sizes and development teams. • Startup • Sizes vary from – Enterprise to small department solutions • Complex to Simple • Legacy systems to Modern systems • Real-time systems • Many verticals • Government OnBase projects – large and small
AGILE OVERVIEW Iterative methodology where requirements are prioritized and delivered in multiple increments, or iterations.
TEAMS WORK COLLABORATIVELY IN CLOSE PROXIMITY
AGILE MANIFESTO
• 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.
AGILE MANIFESTO PRINCIPLES • Continuous delivery of valuable software • Requirements change – Accept it • Daily interaction between business people and
developers. • Build projects around motivated individuals. • Conversation should be in person. • Progress is shown by delivering working software. • Constant Pace • Agility • Simplicity • Self-organizing teams • Constant pulse on effectiveness
ROLES
• Stakeholder • Product Owner • Development Team
– Analyst – Customer – Developer – Tester – SME
• Team Lead • Technical Expert/
Architecture Owner
SOFTWARE DEVELOPMENT PROCESS ORGANIZATION
All functionality to be delivered within the project is broken into iterations or functional segments which are: • Ranked • Developed one at a time • Take 1 to 4 weeks to complete • Shown to the business • Approved and migrated to Production This process is repeated until all identified, prioritized items (iterations) have been completed. This is a release.
PLANNING
• Release Planning • Iteration Planning • Daily Planning
DAILY STAND UP MEETING
• Yesterday • Today • My issues
USER STORIES • Title: <a name for the user story> • As a <user or persona> • I want to <take this action> • So that <I get this benefit> Additional items in user story • When I <take this action>, this happens <description of • action> User stories may also include the following: • An ID: A number to differentiate this user story from other user stories. • The value and effort estimate: Value is how beneficial a user story is to
the organization creating that product. Effort is the ease or difficulty in creating that user story.
• The person who created the user story: Anyone on the project team can create a user story.
CARDS FOR USER STORIES
ESTIMATING
• Size • Velocity • Effort
TRACKING VELOCITY
• Velocity – the amount of points a team can accomplish in an iteration.
CONTINUOUS INTEGRATION AND DEVELOPMENT
Continuous Integration (CI) is the practice of regularly integrating and testing your solution to incorporate changes made to its definition.
REVIEW THE RESULTS OF THE ITERATION
• The iteration review • Iteration feedback • Lessons learned
PITFALLS
• Focusing Only on Construction • Becoming Agile Zombies • Improper Planning • Excluding the Entire Organization • Lack of Executive Support • Going Too Fast • Insufficient Coaching • Retaining Traditional Governance • Skimping on Training • Skimping on Tooling
AGILE MYTHS • Agile is a FAD • Agile is not disciplined • Agile means you don’t plan • Agile means “No Documentation” • Agile is only effective for Collocated Teams • Agile doesn’t scale • Agile is unsuited for regulated environments • Agile means we don’t know what will be delivered • Agile won’t work at my company • It is enough for my development team to be agile • Agile is a silver bullet
QUESTIONS?
THANK YOU
TONI SMITH [email protected]
(517) 663-4584
MICHELLE TELECKY [email protected]
(248) 948-8100 X171
