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Agile Mindset (1/17/2019 for the Ocean State PMI)
Agenda
1. What is Agile?
2. Compare Agile and Traditional SDLC’s
3. Agile Delivery Frameworks – Scrum, Kanban, Scrumban
Agile Mindset Overview
What is Agile?
• Agile is a mindset shift which promotes a customer centric, team
based collaborative approach for product delivery
• Agile teams:
Work collaboratively with business and other stakeholders
Deliver value incrementally and iteratively
Adapt easily to changing business requirements
Manage work with a high degree of transparency
Agile Manifesto – Agile Values
Source: AgileManifesto.org
12 Principles of Agile
1. Our highest priority is
to satisfy the customer
through early and
continuous delivery of
valuable software.
2. Welcome changing
requirements, even late
in development. Agile
processes harness
change for the
customer's competitive
advantage.
3. Deliver working
software frequently,
from a couple of weeks
to a couple of months,
with a preference to
the shorter timescale.
4. Business people
and developers must
work together daily
throughout the
project.
5. Build projects around
motivated individuals.
Give them the
environment and
support they need, and
trust them to get the
job done.
6. The most efficient
and effective method
of conveying
information to and
within a development
team is face-to-face
conversation.
7. Working software is
the primary measure of
progress.
8. Agile processes
promote sustainable
development. The
sponsors, developers,
and users should be
able to maintain a
constant pace
indefinitely.
9. Continuous attention
to technical excellence
and good design
enhances agility.
10. Simplicity--the
art of maximizing
the amount of work
not done--is
essential.
11. The best
architectures,
requirements, and
designs emerge from
self-organizing teams.
12. At regular intervals,
the team reflects on
how to become more
effective, then tunes
and adjusts its behavior
accordingly.
2. Welcome changing
requirements, even late
in development. Agile
processes harness
change for the
customer's competitive
advantage.
8. Agile processes
promote sustainable
development. The
sponsors, developers,
and users should be
able to maintain a
constant pace
indefinitely.
Why Agile? Top Benefits…
Sources – COLLAB.NET and VERSIONONE.COM 2018
How Does Agile Differ From What We Do Today? Planning
• Scope and
boundaries
Design
• Requirements
• Design
Development
• Develop Features
Testing
• Quality Control
Implementation
• Deploy
Waterfall: Sequential development process where all
required activities in the preceding phases is complete and
handed off to the next
Agile: Based on iterative and incremental development
encouraging rapid and flexible responses to change
Start Finish Start Finish
Planning
Design
Development
Testing
Implement
Planning
Design
Development Testing
Implementation
Waterfall SDLC vs. Agile SDLC
Agile – Optimized for Disruption
• Agile works well with complicated,
complex projects or products that
need to adapt to change
• Traditional (Waterfall) works with
well defined and unchanging
projects
Source: Stacey RD. Strategic management and organizational dynamics: the
challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002.
Agile vs. Waterfall Exercise
Waterfall Exercise Instructions Use the “stack” exercise with teams to illustrate how walls inhibit getting things done faster,
cheaper and better. The first approach to stack is a waterfall process where you add
communication walls and hand-offs between a Product Owner (PO), Business Analyst (BA)
and the team.
1. Dump a cylinder of Jenga blocks on a table and ask the team to “stack” the blocks
2. A remote participant on the conference call becomes the PO and instructs the BA in
another location via instant messaging (IM) how to construct the stack (or have the PO and
BA step out of the room if collocated with the team). Have the team members in the room
count 1’s and 2’s – 1’s become developers and 2’s testers.
3. Have QA step out of the room when the BA is ready. The BA then communicates the PO’s
design to the developers in the room via IM whom then build the stack. If collocated, the
BA returns to the room to communicate instead of IM.
4. The Quality Assurance (QA) folks on location return to the room when the developers are
done and then read the BA IM and inspect the stack to determine if the PO’s instructions
are met
5. Snap a photo of the stack and display it for the PO and then she / he decides if the stack
is finished. This waterfall (traditional) approach can take up to 15 minutes.
Agile Exercise Instructions The second stack approach removes the walls between the PO, BA and the rest
of the team.
1. The PO is asked to provide new instructions for a different stack structure but
this time can talk directly to the team in the room and there is no distinction
made between developers and QA
2. The team is given 1 minute increments (sprints) to construct and inspect the
stack together. Most meet or exceed the PO’s requirements after 1 to 3 sprints
within about 4 minutes.
This 2nd “Agile” approach which removes the walls of the waterfall process
exceeds the PO’s expectations in 70% fewer minutes.
The team typically agrees after the exercise in retrospective that Agile is the
natural way to fulfill the PO’s request and if no “process” walls with hand-offs
were artificially created by the coach would have likely self-organized in a similar
way.
Agile Delivery Frameworks Overview
What are the Agile Delivery Methodologies?
• Agile is an umbrella term for approaches that share a common set of values and principles
• Includes a group of frameworks under the umbrella to help teams to organize and deliver products & services to customers according to these values and principles
Scrum – is an incremental and iterative framework optimized for
products in the growth stage with an expanding backlog of complex
features to deliver
Kanban – is a continuous delivery framework optimized for operational
work, business workflow and delivering similar sized and repetitive BAU
items (defects, tickets, artifacts, etc.,)
Lean – aims to organize activities to deliver
more value while eliminating waste…
accelerating concepts to cash Story
Refinement
Sprint
Planning
Daily Scrum
Sprint Review
/ Demo
Retrospective
2 Week
Sprints
Delivery Frameworks
Agile Delivery Frameworks - Market Share
Sources – Collab.net and VersionOne.com 2018
What is Scrum?
• Uses sprints
• Has defined roles
• Has prescribed ceremonies
• Capacity determined by velocity
The Scrum Operating Model
Artifacts
Product Strategy
(Vision) Product Backlog Product Roadmap Release Plan Sprint Backlog Stories
Velocity, Burn-down,
Burn-up Charts
Ceremonies
Story Refinement (grooming) Sprint Planning Daily Scrum (stand-up) Sprint Review (and demo) Retrospective
Roles
Product Owner Coach Scrum Master Delivery Team Member
Scrum Delivery Model
Product
Owner
2 SPs
1 SP
3 SPs
Product
Backlog
Story
Grooming
1
2
3
1 2 3
1 2
1 2
3
Sprint Board
1
Sprint
Planning
2 Story Tasks
1
2
3
1 2
3
1 2
1 2
3
Sprint Board
Daily Standups
(for sprint cycle) 3
Story To-do In
Progress Done
4
Sprint
Review &
Demo
1 2
3
Ship Product (if MVP)
Sprint
Retrospective
5 # Scum Master Facilitated
Ceremonies (per sprint)
1 Grooming (stories)
2 Planning
3 Stand-ups
4 Review & Demo
5 Retrospective
Locked
6 Velocity
Design
Thinking
What is Kanban?
• Continuous delivery with no defined iterations or sprints (board not locked)
• No prescribed roles
• No prescribed ceremonies
• Limits work in progress
• Delivery based on workflow
• Capacity measured by lead and cycle time
Kanban Board
What is Scrumban?
• Scrumban is an agile delivery framework
which is a hybrid of Scrum and Kanban
• Teams using Scrumban can cherry-pick the
things they find most useful about both
frameworks and mix them together to
maximize delivery value
Applying Agile Principles to Scrumban Methodology Role / Ceremony #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12
Scrum / Scrumban Product Owner X X
Scrum / Scrumban Scrum Master X X
Scrum / Scrumban Delivery Team Member X X X
Scrum / Scrumban Story Grooming X X X
Scrum Sprint Planning X X
Scrum / Scrumban Daily Scrum (stand-up) X X X
Scrum / Scrumban Sprint Review (and demo) X X X X X X
Scrum / Scrumban Retrospective X X X X
Scrum / Scrumban Story Board X
Scrum / Scrumban T-shirt sizing, Story Point Estimation X
Scrum Velocity / Capacity X
Scrumban Lead / Cycle Time Metrics X
Scrum Iterations (Sprints) X X X
Scrumban Continuous Workflow X X X X X
Scrumban WIP Limits X X X
LeapFrog Systems – Our RI story
24
•Founded in 2000, we are the transformation partner of global giants and market leaders like Virgin Pulse, Citizens Bank and Fidelity Investments in RI.
•We have some serious RI roots including our first major engagement with Fidelity Investments in 2001.
•We partnered with Ron Puchala (now our CTO) to launch Fidelity's first Agile initiative. Ron's pioneering work was such a success that he was asked to develop Fidelity's Enterprise Agile Methodology.
•Some of our first LeapWorkshops (training), like what you‘ve seen tonight, were developed in RI (with Fidelity Investments in Smithfield).
•Today our innovative, integrated approach to enterprise transformation combines Design Thinking, Digital Transformation, Lean Methodology, and Agile.
How we help
Connected People
LeapWorkshops – Enterprise Transformation, Human Capital, Portfolio and Culture
Assessments
Frogger Player / Coaches
Connected Process
LeapWorkshops – Agile Transformation, Project / Product Assessments, LeapTraining,
LeapStart
LeapAgile.com program and practice
Connected Technology
Development Excellence
QA Excellence
DevSecOps Excellence
Connected
Technology
Connected
People
Connected
Process
25
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Greg Ladas Senior Vice President
LeapAgile
(401) 323-5011
Chris Rupert Vice President
(617) 686-2971
