Agile Information Management Development

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

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

Jenn Everett

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29%

41%

12%

17%

EmergeneticsConceptual

Social Conceptual

Structural Analytical

Erica Knapp

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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

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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Video

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https://vimeo.com/137875092

The Power of Self-Organizing Teams!

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Questions and Discussion