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David Spann's "Are You Agile, Really?" presentation at develop.idaho 2011.
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Are you really Agile?
Presented by David Spann April 20, 2011
ITC/SWA - Develop.Idaho
© 2008, David Spann
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We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
http://agilemanifesto.org/
Manifesto for Agile Software Development(Snowbird Utah; February 2001)
© 2008, David Spann
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Agile Business Goals
Increase flow of business value: Time-to-Market reductions of 25 to 50%**
Increase quality outputs: Order of magnitude defect reduction*
Increase Productivity: • increases of 15 to 23%** • 40% reduction in cost and time***
Better project predictability*
* Stay, Russell. XP & Enterprise Software Development, Agile workshop, March 2002.
** Reifer, Donald. “How Good Are Agile Methods?” IEEE Software. July/August 2002.
*** Charette, Bob. Eurotel study reported in Agile Software Development Ecosystems, Jim Highsmith, Addison Wesley 2002.
© 2008, David Spann
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Customer
Analyst
Designer
Developer
Production
Tester
BRD
BRDSRD
BRDSRDCode
Code
The Game of Software “Gossip”
© 2008, David Spann
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Customer Analyst
Developer
ProductionTester
Designer
Campfire Host
A Collaborative Game of Innovation & Creativity
© 2008, David Spann
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What Is Agile
An Iterative Process of doing just enough planning to go forward, testing across the lifecycle, and adapting to lessons learned daily, so that products can be delivered/deployed frequently.
A collaborative interaction between the major stakeholders (e.g., customers, technical team and management) throughout the product design, development and deployment.
An ongoing alignment and re-alignment between corporate strategy, project portfolio and team tasks.
A work environment in which operations are highly coordinated and in which people enjoy successful outcomes.
© 2008, David Spann
7 Fundamental Agile Practices
CHARTER
STAKEHOLDER INVOLVEMENT
COLLABORATE: management/technical/business/+
ITERATE
TEST
PRIORITIZE
REFLECT & ADAPT
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© 2008, David Spann
Charter
Set up every initiative with sufficient knowledge about the business case (including customer and ROI expectations), technical architectural design, development protocols, business process impacts, and other team needs, such as basic working agreements, risk management, facilities planning, and resource sharing.
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© 2008, David Spann
Stakeholder Involvement
Collaborate with major stakeholders (e.g., customers, technical team, and management) throughout product design, development, and delivery/deployment.
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© 2008, David Spann
Collaborate
Develop a highly collaborative (i.e., cross-functional) work environment in which people enjoy successful outcomes.
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© 2008, David Spann
Iterate
Work in short, iterative “time-boxes” lasting two to six weeks that include planning and design (“barely sufficient to go forward”), development, testing, and reflection.
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© 2008, David Spann
Test
Complete all tests within an iteration and throughout the lifecycle: Unit, Integration and Customer Acceptance.
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© 2008, David Spann
Prioritize
Develop, create, and build the most important customer/end-user needs first (which may require a corollary ability to understand the business value within the context of corporate strategy and project portfolio decisions).
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© 2008, David Spann
Reflect and Adapt
Iteratively reflect upon, and then adapt to, lessons learned.
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© 2008, David Spann
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What is Expected of an Agile Leader/Manager?
Get Things Done
Innovative: feeling comfortable in fast-changing environments; being willing to take risks and to consider new and untested approaches.
Strategic: taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead, and planning.
Tactical: emphasizing the production of immediate results by focusing on short-range, hands-on, practical strategies
Work Through Others
Excitement: operating with a good deal of energy; intensity; and emotional expression; having a capacity for keeping others enthusiastic and involved
Empathy: demonstrating an active concern for people and their needs by forming close and supportive relationships with others
Consensual: valuing the ideas and opinions of others and collecting their input as part of your decision making process.
© 2008, David Spann
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Are you Mananging Technical Debt
Once on far right of curve, all choices are hard
If nothing is done, it just gets worse
In applications with high technical debt, estimating is nearly impossible
Only 3 strategies• Do nothing, it gets worse• Replace, high cost/risk• Incremental refactoring,
commitment to invest 1 2 3 4 5 6 7 8
Years
Technical Debt
Co
st
of
Ch
ang
e (
Co
C)
ProductRelease
ActualCoC
Optimal CoC
Customer Responsiveness
Slide created by Jim Highsmith
© 2008, David Spann
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Workshops: resolving issues & making decisions
Purposeful• “if there is no stated purpose for the meeting you are about to attend,
please return to something that does”
Inquisitive• Agendas should be constructed with questions
Timely• Use Meeting Management tools to assure conversation stays focused
Facilitated• Someone needs to own the meeting process, assure the right people
are gathered and everyone’s voice is heard and understood
© 2008, David Spann
Agile PMI Pilot Certification
http://www.pmi.org/Agile.aspx
Who may participate in the pilot? The PMI Agile Certification pilot is open to the public. An invitation is not necessary
Will pilot participants receive a discount? Yes, participants will receive a 20 percent rebate after taking the examination.
When will the credential be available? PMI is currently looking for pilot candidates; the content outline will be available in April; and the online and paper applications for the certification will be available starting May 2011.
Where will certification exams be conducted: at approved PMI Prometric Testing centers
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© 2008, David Spann
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Thank You