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As your market changes or your company reorganizes, it is key to deliver what your customers want today, rather than what you guessed they wanted months ago. Managing your projects in Agile time-boxes with incremental delivery to your customers can give you the freedom and feedback loops to respond quickly to both internal and external changes. This presentation outlines how to adopt Agile development practices to: respond to rapid changes in your marketplace, out-learn the competition, and ensure you're building the right things.
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Are You
Guessing or
Learning?
Zach Nies, Rally Software
ChaoticTimes
WinBy Out Learning
LearningEnvironments
CreateSuccess
FeedbackLoops
Theory
Queuing
Feedback Loops
Software Development
Business
Case
Prioritize &
Schedule
Define &
Develop
Test &
Accept
Harden &
Release
Deploy &
Support
Defects
Requests
ROI & Adoption
Collaborative
Development
Agile Lifecycle
Management
Guess
Don’t Make Me
AN
D
Group LearningCollaboration
Built to Learn
Kids Are
Reflection to Learn
Adults Require
Retrospectives
Group
PROCESSES
INDIVIDUALS
AN
D
INTERACTIONS
OV
ER
AND TOOLS(
COMPREHENSIVE
WORKING
SOFTWARE
DOCUMENTATIONOV
ER( )
CONTRACT
CUSTOMERCOLLABORATION
NEGOTIATIONOV
ER( )
FOLLOWING
RESPONDINGT
O CHANGE
OV
ER
A PLAN( )
Determine Team
Agreements
Make Commitments
Check-in Daily
TEAMS
Self-organizing
INSPECT
AN
D
ADAPT
For
Respect
People
LeanThinking and Tools
Whys?
Five
A3 Process
Fishbone, Pareto
Create standards
Enforce standards through audits
Report on standards
Manage risk with governance
Reward conformance
PMOShall:
Create burning visibility
Facilitate up across down
Evangelize Enterprise Agile
Guide Flow, Pull, and Innovate
Agile PMOFocus
MIT BeerGame
Players of the game each take on a different role in the supply chain:Factory, Distributor, Wholesaler and Retailer
For each period of play, every participant follows the same cycle:1. New orders and shipments are received, shipments enrouteare advanced, and
inventory levels and backorder positions are calculated.2. The player reviews current position.3. A shipping decision is made according to new orders and backlog, subject to
inventory availability.4. An ordering decision is made for more beer.
There are only two costs involved in this simplified version:Inventory holding cost ($1.00/case/period).Back order costs ($2.00/case/period).
Goal is to minimizing the sum of these costs by balancing the cost of having inventory (inventory holding cost) with the cost of being out of inventory when a customer orders beer (back order cost).
The game begins with a fully-loaded "pipeline" of cases of beer:16 cases of inventory in each position'scurrent inventory,4 cases in each of theproduction delaypipeline,4 cases in each of theshipping delaypipeline,each position has an initial order for 4 cases of beer.
At the end of the game, the total game cost is the sum of the four individual participants' total costs (retailer cost + wholesaler cost + distributor cost + factory cost).
The goal is to minimize team costs.
CALL
ACTION
TO
Schedule a Retrospective
Create a Continuous Improvement
Backlog
Put You and Your Team in aPosition to Succeed
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