Agile – The New Kid in the Block?

www.plays-in-business.com

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Agile – A New Kid in the Block?What is Agile & Agile Project Management?Michael Tarnowski, Plays-In-Business.com


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Michael Tarnowskiwww.plays-in-business.com

SW Engineer & Coder (C++, Linux)Project manager (Air Traffic Management)IT Management Consultant

• Scrum Master (CSM), LeSS practionier, Agile Coach

• QA, PrjMgt, ReqEng, Testing, SDLC• SW process improvement

(certif. CMMI consultant, ISO 15504 assessor)• Certif. ITIL consultant• Certif. CobIT consultant

Agilist & Evangelist in Serious Play@Work:• Cert. LEGO Serious Play Facilitator• Cert. Innovation Games Facilitator• Agile Games Addictß

Agile mantra

No Titles Only skills


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Agile …is about Values – not about Projects…has no “Management”

Agile Project Management = Contradiction in Terms


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Ok, you want the…

… you will get it now!within the next slides…jump ahead!


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The Summary: Plan-Bases vs Adaptive Development

Agile is…• People-centric way to create innovative products and solutions

• Market-centric model to maximize business value

• Demand-Driven model based on lean principles

Plan-based development: the plan creates cost/schedule estimates• Features are Fixed• Time and Cost are Variables• Quality is negotiable, or worst neglect able

Adaptive process: the vision creates feature estimates• Time, Cost, and Quality are Fixed• Features are variable, negotiable

with the customer

Software Development flows sequentially from start point to end point.

Small Feedback Loops allowed – but risky the more you reach the end!Ship-It: Biz Value

Waterfall, purpose-driven

Agile development is an incremental and iterative approach.

Ship at end of each increment!

Feedback Loops are appreciated – no risk!Ship-It: Biz

Value

Ship-It: Biz Value Ship-It: Biz

Value

Ship-It: Biz Value Ship-It:

Biz Value

Agile, value-driven


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-6 - 03.05.2023

Not adding components incrementally

Stopping at latter phases causes HUGE loss!

The Summary: Value-Driven, Risk-Minimization

by Henrik Kniberg, http://blog.crisp.se/2016/01/25/henrikkniberg/making-sense-of-mvp

Instead creating stand-alone solutions – increase value independent

You can stop at each phase without loss!

By Design Thinking you get 3 innovation phases!

Shift of UsabilityMarket Disruption

New Focus GroupsInnovation Shift of Usability

Market DisruptionNew Focus Groups

InnovationShift of UsabilityMarket Disruption

New Focus GroupsInnovation


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The Summary: Scrum Framework – Pull Principle & Time-Boxing

3 Roles:Team, Product Owner, Scrum Master

3 Artefacts:Product Backlog, Sprint Backlog, Product Increment

4 Ceremonies:Sprint Planning, Daily Standup, Sprint Review, Retrospectives

Product Owner

Prioritizes features:Product Backlog

Input from End-Users, Customers, Team, and Other Stakeholders

24 hrs

1 - 2 weeks

Sprint

Daily Scrum Standup meeting

(15 min)

Sprint Review

Retrospective(after 4-5 sprints)

Potentially Shippable

Product

Backlog Refinement Meeting

(during each sprint)

No Changes!in Duration or Goal

during Sprint

Sprint 01 Sprint 02 Sprint 03 Sprint n…

Release Planning:

The team has complete control over the amount of work it takes on: team pulls only the tasks they can handle in one sprint.

Sprint Planning Meeting

Sprint Backlog123456789

10 Features

(Requirements)

Product Backlog Item

1112

12345678

Tasks

The Product Owner ensures the team takes on the highest priority work.

Product Increment

Scrum MasterFacilitator for both the Product Owner and the team. Has no authority within the team!


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Agile, Agile Leadership & Line Management

• There is NO management in Agile.

• The Team manages itself together with Product Owner.

• The team is cross-functional: all needed skills are available instantly.

• T-shaped team members: they have in-depth skills and other broader skills.

• Leadership is given by the team according to competence and demand.

Agile and Traditional Line ManagementLine Manager becomes Agile Leader if:shows the Big Picture and sets the “guard rails” for the team.

Don‘t Answer – Ask Questions Don‘t Correct Mistakes – Ask Questions

Help Teams Take Ownership

Create a Safe Space to Fail

Let the Team Make DecisionsTrust First and Be Trustworthy

Show the Vision

Connect Team with Customers

Enable & Empower the Team


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The Summary: Agile Adoption BenchmarksReasons for Agile Adoption

2015, http://techbeacon.com/survey-agile-new-norm

Project Success and Failure RatesIs Agile better than Waterfall?

No – Any methodology by itself is not a recipe for success. Projects can be different, in terms of duration, budget, complexity, number of stakeholders. Agile is not a „one size fits all” approach. Waterfall projects suits to some types of projects and Agile to others, usually smaller, less critical, more local scope, more oriented to end-user. Risk of failure is a nature of software development.

Does Agile projects manage risk better than Waterfall?

Yes – But it does not mean that failure will be avoided by using Agile methods. Failure is also a nature of software development. Agile methods provide a good toolset that helps to minimize and manage risk effectively. Simply because agile requires better collaboration, more communication, end-user involvement, shorter, more iterative phases with quicker delivery of results. The success mostly depends on the stakeholders of the project, – success is the success of a team, not the project itself.

When should I use Agile/Scrum vs Waterfall?• https://www.linkedin.com/groups/52030/52030-6197093360415551489• https://hbr.org/2007/11/a-leaders-framework-for-decision-making

https://www.linkedin.com/groups/52030/52030-6197093360415551489



https://hbr.org/2007/11/a-leaders-framework-for-decision-making




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The Summary: Common Misunderstandings

Desi, https://www.flickr.com/photos/desiitaly/2201907500/

Wrong!Take regulations as additional features; control the process

Agile Doesn’t Fit in Regulative Environments

Wrong!No Command-n-Control. Agile Leaders are servants leaders for the team

In Agile there is no Management, or Leadership

Wrong!Full-Time is better but not necessary

In Agile all Team Member must be Full-Time assigned in one project

Wrong!Documentation has to have value!

In Agile there is no Documentation

Wrong!Co-location is better but not necessary

In Agile all Team Members must be co-located

Wrong!Agile has more planning!

In Agile there is no Project Plan resp. Planning

Wrong!Requirements spanning sprints improve the flow.

In Agile Work must Fit in a Sprint


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Ok, you wanted the Summary… you got it…we are finished.

Stop here reading!

Oh, you want more Details?

Go ahead…


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Waterfall vs Agile

U.S. Army, https://www.flickr.com/photos/familymwr/6023129479

Since 1999

There’s A Fight…

Software Development Methodology


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Put it Short…

Agile is about working smarter, rather than harder.

It’s not about doing more work in less time.

It’s about generating more value with less work.

Agile (Project) Management… more than a BuzzwordClassic Art Wallpapers, Construction of the Tower of Babel by Pieter Bruegel the Elder, https://www.flickr.com/photos/124699450@N03/14277509465/


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Agile is a Change of Mindset in Product Development

Plan-based development (the plan creates cost/schedule estimates)vs.

Adaptive process: the vision creates feature estimates

Agile (Project) Management… more than a BuzzwordClassic Art Wallpapers, Construction of the Tower of Babel by Pieter Bruegel the Elder, https://www.flickr.com/photos/124699450@N03/14277509465/


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Value Driven Development

PLAN-BASED DEVELOPMENT (WATERFALL)

Plan-based development: the plan creates cost/schedule estimates• Features are Fixed• Time and Cost are Variables• Quality is negotiable, or worst neglect able

VALUE DRIVEN (AGILE)

Adaptive process: the vision creates feature estimates• Time, Cost, and Quality are Fixed• Features are variable, negotiable

with the customer

Quality

Time Cost

Features

Quality

Time Cost

Features

Value & Vision-Driven

Plan-Driven

Constraints

Estimates


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Traditional Critique on Waterfall


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Agile Product Development

Agile Framework „Scrum“

Lean Methode: KanbanTrust the team. – The people doing the work know it best.

Make reliable commitments.


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Partially Done Has No Valuehttp://blog.nongkhaidesign.com/tag/udon-thani/

Definition of Done (DoD)

Definition of Done are consistent acceptance criteria across all User Stories (Requirements). It is a simple list of activities (writing code, coding comments, unit testing, integration testing, release notes, design documents, etc.) that add verifiable/ demonstrable value to the product. The DoD drives the quality of work and define when a User Story has been completed.


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Planning Fallacy – Cone of Uncertainty

Estim

atio

n vs

Var

iabi

lity

Project Duration

Make them here once you had change to clearify things

But management asks for DETAILS HERE!

Don‘t make promises here!


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Waterfall & Agile – The Essentialshttp://blog.presentationload.com/efficient-agile-project-management/

WATERFALL

Software Development flows sequentially from start point to end point.

Small Feedback Loops allowed – but risky the more you reach the end!

Ship-It: Biz Value

AGILE

Agile development is an incremental and iterative approach.

Ship at end of each increment!

Feedback Loops are appreciated – no risk!

Ship-It: Biz ValueShip-It: Biz Value

Ship-It: Biz ValueShip-It: Biz Value

Ship-It: Biz Value


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-22 - 03.05.2023Potential Shippable Product… Restrain to minimal releasable features

http://blog.crisp.se/2016/01/25/henrikkniberg/making-sense-of-mvp

Value-Driven Risk-MinimizationNot adding components incrementally

Stopping at latter phases causes HUGE loss!

Instead creating stand-alone solutions – increase value independent

You can stop at each phase without loss!

By Design Thinking you get 3 innovation phases!

Shift of UsabilityMarket Disruption

New Focus GroupsInnovation Shift of Usability

Market DisruptionNew Focus Groups

InnovationShift of UsabilityMarket Disruption

New Focus GroupsInnovation


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• an increased visibility, during the project life-cycle;

• a better adaptability;

• delivering biz value starting with the first iterations;

• managing lower and lower risks.

https://www.versionone.com/agile-101/agile-software-development-benefits/

Benefits of Agile Software Development


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Agile – Pull Principlehttp://www.synagila.com/en/agile-project-management/

The team has complete control over the amount of work it takes on.The Team pulls only the tasks they can handle in one iteration.

Product Management (PO) ensures the team takes on the highest priority work.

Kanban principle, Toyota Production System (TPS), Taiichi Ohno and Eiji Toyoda: 1948 – 1975.


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Product Owner

Scrum MasterSelf-organizedTeam

Scrum Master is facilitator for both the Product Owner and the team.

He manages how information is exchanged.

He removes obstacles - “impediments” - that are impeding the team's progress.

He protects the team from outside distractions.

He has no authority within the team (thus couldn’t also be the Product Owner!)

Product owner is responsible to have a vision of what he or she wishes to build, and convey that vision to the scrum team.

Someone from marketing, product management or anyone with a solid understanding of users, the market place, the competition and of future trends.

No Management!self-organized team

Scrum Framework:

A Scrum team includes 7-14 members, plus or minus two.

Scrum teams are cross-functional, including the skills (but ideally not the job titles) of software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc.

Scrum Framework: 3 Roles – No Manager!


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Scrum Framework – Pull Principle

Scrum Master

Product Owner

Prioritizes features:Product Backlog

Input from End-Users, Customers, Team, and Other Stakeholders

24 hrs

1 - 2 weeks

Sprint

Daily Scrum Standup meeting

(15 min)

Sprint Review

Retrospective(after 4-5 sprints)

Potentially Shippable

Product

Backlog Refinement Meeting

(during each sprint)

No Changes!in Duration or Goal

during Sprint

Sprint 01 Sprint 02 Sprint 03 Sprint n…

Release Planning:

The team has complete control over the amount of work it takes on: team pulls only the tasks they can handle in one sprint.

Sprint Planning Meeting

Sprint Backlog123456789

10 Features

(Requirements)

Product Backlog Item

1112

12345678

Tasks

The Product Owner ensures the team takes on the highest priority work.

Product Increment

3 Roles:Team, Product Owner, Scrum Master

3 Artefacts:Product Backlog, Sprint Backlog, Product Increment

4 Ceremonies:Sprint Planning, Daily Standup, Sprint Review, Retrospectives


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Simplicity – An Agile Principle: “the art of maximizing the amount of work not done”

You must attend more than 4 meetings a week? You can't be productive!

You must deal with more than 1 project at a time? You can't be productive!

You have to ask more than 1 agreement level? You can't be productive!

You have to report same tracking data in more than 1 computer application? You can't be productive!

You have several handovers / departments / people to solve a task? You can't be productive!


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blog.crisp.se

Scaling Agile – Agile Project Management

Scaled Agile Framework – SAFE

http://scaledagileframework.com/

Large Scale Scrum – LeSS

https://less.works/less/framework/index.html

Nexus – https://www.scrum.org/Resources/The-Nexus-Guide

Minimize handovers –Less meetings as possible!

Continuous Value Stream(s)

http://www.cio.com/article/2974436/agile-development/comparing-scaling-agile-frameworks.html

Project / Product LevelProduct AProduct C

Product B

SM‘

PO‘

SM‘

PO‘

SM‘

PO‘

Team LevelTeam 01Team 03 Team 02

Team 04

SM

PO

SM

PO

SM

PO

SM

PO



https://www.scrum.org/Resources/The-Nexus-Guide





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Sprint Planning Meeting with all teams (≥120 pls, 2 days)

Scaling Agile – Agile Project Management

Scaled Agile Framework – SAFEhttp://scaledagileframework.com/

Large Scale Scrum – LeSShttps://less.works/less/framework/index.html

Nexus – https://www.scrum.org/Resources/The-Nexus-Guide


Minimize handovers –Less meetings as possible!












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Customer Collaboration

Individuals & Interactions

Working Systems & Software

Responding to Change

Customer Interaction

High Performing Teams

Iterative Development

Adaptability or Flexibility

Contract Negotiation

Processes & Tools

Comprehensive Documentation

Following a Plan

known as

known as

known as

known as

valued more than

valued more than

valued more than

valued more than

Traditional MethodsAgile Principles (12)Agile Values (4)

Agile Principles & Values

• People-centric way to create innovative products and solutions

• Market-centric model to maximize business value

• Demand-Driven model based on lean principlesAgile Manifesto:

4 Values, 12 Principles

http://agilemanifesto.org/




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Traditional Team & Agile TeamForbes, http://www.forbes.com/sites/stevedenning/2016/09/08/explaining-agile/

AGILE TEAM• Autonomous (self-organized)• Team responsibility – ”blame the team”• No silo-ing – Cross-functional• Much interaction

BUREAUCRATIC TEAM• Top Down• Individual responsibilities – ”blame the person”• Trend to “silo-ing”: department boundaries• Little Interaction


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Exercise 1: Identify one as a aggressor, the other as your protégé.Station yourself in between both thus your body works always as a shield for the protégé.Observation: The group doesn’t reach an equilibrium - it keeps always moving and never stops

Exercise 2: Identify one as aggressor, the other as your shield.Station yourself in between both thus your shield always protects you from your aggressor.Observation: The group comes to a collapse: it stops moving

Exercise 3: Station yourself in between both thus you three always forms a equal-sided triangle.Observation: The group stabilize: it moves only to adapt change.

Self-Organized Teams

Exercise: Group is constantly moving in a room or space. Everyone takes for herself 2 persons in the group – without making them public.


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Agile, Agile Leadership & Line Management

• There is NO management in Agile.

• The Team manages itself together with Product Owner.

• The team is cross-functional: all needed skills are available instantly.

• T-shaped team members: they have in-depth skills and other broader skills.

• Leadership is given by the team according to competence and demand.

Agile and Traditional Line ManagementLine Manager becomes Agile Leadersshows the Big Picture and sets the “guard rails” for the team.

Don‘t Answer – Ask Questions Don‘t Correct Mistakes – Ask Questions

Help Teams Take Ownership

Create a Safe Space to Fail


Show the Vision


Enable & Empower the Team


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Agile Progress Tracking: Taskboard, Burndown-Chart

Agile Project Mgt Tools:• Jira, Atlassian.com (DOORS, SAP interf.)• Ralley, CA Software• VersionOne.com• …..

„Total Value“ of all implemented requirements

in a sprint „How many“ requirements are implemented in a sprint (Velocitity)


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Agile Project Mgt Tools: Testing & Deployment

Continuous Integration system always builds and passes its tests, including all deliveries from different sub-teams.

Continuous Delivery system always builds and deploys to the test environment and passes its tests. CD doesn't mean every change is deployed to production immediately. It means every change is proven to be deployable at any time.

Continuous Deployment system is always ready to deploy to production through a largely automated process.

Continuous Deployment

Continuous Delivery

Continuous Integration

Deploy to production

environment

Acceptance test

Deploy to testing

environment

Unit & Integration

testsCommit code

Automatic Testing and Continuous Integration


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Agile Project Mgt Tools: Release Planning

„Total Value“ of all implemented requirements

in a sprint „How many“ requirements are implemented in a sprint (Velocitity)

Release planning = Task- + Resource-+ Time-Management+ Traceability of all artefacts(Req., Code, Tests, QA)

Progress Monitoring


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Agile Project Mgt Tools: Reviews & Collaboration(Code) Reviews as Communication / Learning to Code• Discus code during coding

• Tool supported code reviews: Remote discussion and logging of comments

New understanding of “reviews”:

Review =/= formal inspection of QA / “QA criticism”Review == Peer collaboration & getting help from other developersSQA reviews: inspection of the communication log files only!

Do a tool survey! – Here commercial tool Crucible,Atlassian: code-hosting platform FishEye and Review software Crucible

Plays-In-Business.com has no affiliation with Atlassian, VersionOne, or another tool vendor!


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Agile Project Mgt Tools: Documentation

• Simplifying SW documentation process – living documentation, instead of silos, and wikis with non-read docs.

• PDF, Word, HTML – automatically created from codebase, configuration files, in-house scripts.

• Script-based approach: describe system behavior through all levels in a semi-formal language (e.g. Gherkin)

• Requirements (DOORS)• Specifications (plain TXT)• Code comments (Matlab, C, Java)• Test specifications• Test case definitions• Test run scripts• Test result protocols Do a tool survey! – open source!

language Gherkindocumentation tool Doxygentest frameworks: Cucumber, SpecFlow, etc.

Plays-In-Business.com has no affiliation with Atlassian, VersionOne, or another tool vendor!



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Common Misunderstandings

Desi, https://www.flickr.com/photos/desiitaly/2201907500/

Wrong!Take regulations as additional features; control the process


Wrong!No Command-n-Control. Agile Leaders are servants leaders for the team


Wrong!Full-Time is better but not necessary


Wrong!Documentation has to have value!


Wrong!Co-location is better but not necessary




Wrong!Requirements spanning sprints improve the flow.



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• Agile probably has more planning. • Agile Planning is spread out through the whole development. • Sprint is planned and strictly monitored on a daily level. • In addition, most Agile projects will start with an initial iteration – Sprint 0 –, or even a

classic high-level analysis phase to determine the overall scope and complexity, fill the initial product backlog, and provide overall estimation on cost and timing – ideally resulting in high-level architectural blueprints and a release (e.g., Minimum Releasable Feature) plan.

Sprint 1 Sprint 2 Sprint 3 Sprint 4

Planning Tasks

Planning Tasks

Planning Tasks

Planning Tasks

Planning Tasks

Executing Tasks

Executing Tasks

Executing Tasks

Executing Tasks



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• Colocation is the ideal situation for Agile (and really any project!), but increasingly rare in today’s globalized business environment.

• There are great software-based tools that replace physical task boards; some as simple as Excel, SharePoint, and web-cams or sophisticated tools as Rally or Jira.

• Distributed Teams certainly take more effort and skilled leadership – but it is not a show-stopper.

Wrong!Co-location is better

but not necessary



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• You can have as much documentation as you need. • Documentation is just another deliverable. • If it brings you any value the schedule it and produce it like anything else.

Paul, https://www.flickr.com/photos/doberdad/2264130166/

Wrong!Documentation has to

have value!



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• Ideal situation but more often than impossible.

• Carefully manage with part-time team members

• There is danger lurking here: Some of the key staff needs to have a significant availability.

• Be careful not to create wasteful and superfluous bottlenecks

• A high fluctuation of team members will make it impossible to make future predictions using velocity.

CéLOGIK, https://www.flickr.com/photos/celogik/23382369164/

Wrong!Full-Time is better but

not necessary



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Don‘t Take away Ownership

Don‘t Answer – Ask Questions

Don‘t Correct Mistakes – Ask Questions

Help Teams Find TrustCreate a Safe Space to Fail


Show the Vision


Enable the Team

Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/


• Agile teams do not need managers directing their work. • The manager’s role is to set the team up for success and then support from the outside –

from the boundary of the team itself• The question for an agile manager becomes, “How can I array people to best increase

throughput?” rather than, “How can I maximize ‘my’ people being utilized at 100 percent?”

Wrong!No Command-n-Control.

Agile Leaders are servants

leaders for the team



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• Take regulations as additional, non-functional requirements.• The regulations rarely tell you how to work.• Regulations typically provide criteria that your process needs to meet. • Integrate regulations in the Definition of Done.• Following the regulation in your process is a question of investment in the tool chain.

Wrong!Regulations are additional

features; control the process



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• If you do Hard Core Scrum from the Book – YES.• However, let stories (requirements) span sprints to improve flow.• Nevertheless, slice huge stories in smaller chunks as often as possible.• Small stories (requirements) are equivalent to small pieces of work

Wrong!Requirements spanning

sprints improve flow.

Sam Greenhalgh, https://www.flickr.com/photos/zapthedingbat/2208241379/



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In Agile there is no Design

• Agile probably means MORE DESIGN.• Design is inherent all the way through development at every planning meeting

Wrong!Agile probably means

MORE DESIGN

Jamie, https://www.flickr.com/photos/jamiesrabbits/7640990538/



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Agile Adoption… a Long and Windy Wayeflon, https://www.flickr.com/photos/eflon/8842584616/

You can not change people! – Change their (working) environment instead. – Then people change their habits.

You can not create a new culture – the people define it.

Show by example.

• Change Leadership style from micro-managing to showing Big Pictures instead.

• Create flat hierarchies – stop procedural hand-overs.

• Empower people.

• Create a trustful atmosphere.

• Give autonomy, mastery, goals

• Do not Scale Agile – Grow Agile!


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Agile & Waterfall: Project Success and Failure Rates

Successful Challenged FailedAgile 39% 52% 9%Waterfall 11% 60% 29%

Successful: Delivered on time and on budget, with required features and functions. Challenged: Late and over budget, or with fewer than the required features and

functions. Failed: Canceled prior to completion or the product was delivered but never used.

https://www.infoq.com/articles/standish-chaos-2015https://www.scrumalliance.org/community/articles/2015/october/adopt-scrum-for-competitive-advantage

https://www.infoq.com/articles/standish-chaos-2015

https://www.infoq.com/articles/standish-chaos-2015

https://www.scrumalliance.org/community/articles/2015/october/adopt-scrum-for-competitive-advantage

https://www.scrumalliance.org/community/articles/2015/october/adopt-scrum-for-competitive-advantage


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Reasons for Agile Adoption



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Is Agile better than Waterfall?

Is Agile better than Waterfall?

No – Any methodology by itself is not a recipe for success. Projects can be different, in terms of duration, budget, complexity, number of stakeholders. Agile is not a „one size fits all” approach. Waterfall projects suits to some types of projects and Agile to others, usually smaller, less critical, more local scope, more oriented to end-user. Risk of failure is a nature of software development.

Does Agile projects manage risk better than Waterfall?

Yes – But it does not mean that failure will be avoided by using Agile methods. Failure is also a nature of software development. Agile methods provide a good toolset that helps to minimize and manage risk effectively. Simply because agile requires better collaboration, more communication, end-user involvement, shorter, more iterative phases with quicker delivery of results. The success mostly depends on the stakeholders of the project, – success is the success of a team, not the project itself.

When should I use Agile/Scrum vs Waterfall?• https://www.linkedin.com/groups/52030/52030-6197093360415551489• https://hbr.org/2007/11/a-leaders-framework-for-decision-making








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Agile Adoption Rates


Major uptick in Agile adoption began to occur in 2009-2010

Most current Agile orgs have adopted in just the past 5 years


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http://searchsoftwarequality.techtarget.com/photostory/4500251243/VersionOne-surveys-Agile-development-for-2015/1/Top-Agile-project-management-tools

Why Do Agile Projects Fail?

Agile is not the Silver Bullet!


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Further Readings: Agile SW Development


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Further Readings: Agile / Lean Management


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Agile – The New Kid in the Block?

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Transcript of Agile – The New Kid in the Block?