Introduction to agility

for passionnates and newbies

My name is

Martin Goyette

Lean and Agile counselor

Agility is not…

A sacred book

A process

An engineering tool

A project management practice

What is Agile ?

Definition of Agility

Everything changes, nothing remains without change.

[Buddha]

In business, agility means the capability

of rapidly and efficiently adapting to changes. [Wikipedia]

An IT story

1990’s

IT projects failure

• Adress Complexity

• Scrum, XP, ASD RAD, AUP, DSDM, Crystal Clear

2000

Information Technology (IT)

• Agile Development

• Culture Change

• Lean Software development, Kanban, Scrumban

2010

Globalization

• Something biggerthan Lean or Agile

• An obligation to change

The Agile Manifesto

http://agilemanifesto.org/

Values

• Individuals and interactions over

processes and tools

• Working software over comprehensive

documentation

• Customer collaboration over contract

negotiation

• Responding to change over following a plan

Principles

• 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.

• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Principles (2)

• Working software is the primary measure of progress.

• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

• Continuous attention to technical excellence and good design enhances agility.

• Simplicity -- the art of maximizing the amount of work not done -- is essential.

• The best architectures, requirements, and designs emerge from self-organizing teams.

• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Why Agile ?

Success

• The CHAOS Manifesto

– ~50 000 IT projets

– 60% U.S; 25% European

Ref. The CHAOS Manifesto

The Standish Group International, inc.

On time and budget

Ref. The CHAOS Manifesto

The Standish Group International, inc.

Empiricism

Ref. Advanced Development Methods

ROI | Value

Ref. Chaos Manifesto 2011, The Standish Group

Communication

Collaboration

Motivations

Improvements

Concerns

In other words

The iron triangle

Fixed

Estimated Time Cost

Scope

Tradition

Plan Driven

The iron triangle

Fixed

Estimated

Time Cost

Scope

Agile

Vision/ValueDriven

The promise

Deliver the best solution at any budget

and/or time; best regarding the return on

investment, the usage, the quality and,

therefore, the customer satisfaction

Metrics

• Plan driven

– Budget

– Schedule

– Scope

– Bugs

– Change requests

– Decisions

– Risks

– Ressource allocation

– ROI

• Value driven

– Fixed

– Splitted

– Estimated with velocity

– Impact on velocity

– Implicit

– Documented

– Confronted

– Constant

– Maximized

Simple

Complex

Anarchy

Technology

Req

uir

emen

tsFar from

Agreement

Close toAgreement

Clo

se t

oC

erta

inty

Far

fro

mC

erta

inty

Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

Candidates

Your industry

• Complex Candidates

– Applicable to any domain

– Abstract science and profession

– Research & Development

– Cutting edge technologies

– Constant maintenance / evolution

– Need to do more with less

– Driven by innovation and creativity

• Embrace complexity and risk!

It is bigger than us

Because it’s 2017

What is Scrum ?

Small and simple

Ref. Scrum.org

http://www.scrum.org/scrumguides/

Light

Ref. CodeCentric

Adaptative

Some key notions

• Framework / Tool– Delivery

– Business Value

• Working solution– Inspected frequently

– Potential release

• Business involvment– Sets priorities

– Gives feedback

– Accountable of ROI

• Empirical– Inspect & Adapt

– Transparency

• Team involvment– Self-organized

– Cross-functional

• Not a silver bullet– Doesn’t provide the

answers

– No better solutions

Impacts

Roles

• Business

– Direction

– Project Management

Office

– Project Manager

– Client

– SMEs & End Users

– Stakeholders

– HR & Marketing

– Outsourcing

• Development

– Business Analyst

– Functional Analyst

– UX & Design

– Architect

– Developper

– Quality Assurance

– Build Master

– System Administrator

– Maintenance

Activities

Artefacts

Order of magnitude

Framework

Emotions

It is a transition

Ref. Managing Transitions, William Bridges

Where to start ?

People

Early adopters

Coaching

• Multiple step process over multiple years

– Assessment (%prob)

– Transition management (change)

– Trainings (top/down)

– Pilots and Projects (maturity)

– Engineering practices (tdd)

– Project Management Office

– Project Portfolio

– Organization culture

What you don’t see

Your organisation

Where do you stand?

Ref. Frederic Laloux

Thank you !

Agile Montreal

Monthly events

Agile Tour Montreal 2017

Spark the change Mtl 2017

#atmtl2015

http://agilemontreal.ca

Twitter: @agilemontreal

LinkedIn: Agile Montréal

info@agilemontreal.ca

martin.goyette@gmail.com