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Richard Cheng
2015 Project Management Symposium
INTRODUCTION TO AGILE METHODS
• Agile trainer and coach
• Member of PMI, Scrum Alliance, Agile
Alliance, Agile Leadership Network
• CST, CSM, CSPO, CSP, PMI-ACP,
PMP
• Founder & executive committee
member of Agile Delivery for
Agencies, Programs, and Teams
(ADAPT)
• Experience in Federal and
commercial Agile transformations
Richard Cheng
@RichardKCheng
“Traditional” IT Project Management
◊ Process and tools◊ Comprehensive documentation◊ Contract negotiations◊ Following a plan
This is how we control projects….
Waterfall Development
Requirements
Design
Develop
Test
Deploy
IT Industry average success rate?
Success rate ~ 33%
IT Industry average success rate?
Success rate ~ __%
Industry Success Rate
From 2010 report from The Standish Group
Problems with Waterfall
Requirements
Design
Develop
Test
Deploy
“I believe in this concept, but the implementation described above is risky and invites failure” – Dr. Winston Royce
Managing the Development of Large Software Systems, Winston Royce (1970)
Agile Manifesto
Individuals and interactions
over Process and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
http://agilemanifesto.org/
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.
Agile Principles
Scrum vs. Waterfall
◊ Waterfall is based on Predictability– Feedback is usually not
attained until late in the project– Works best when all details are
known up front– Change is expensive
◊ Scrum is based on Adaptability– Constant feedback– Allows for discovery throughout
the lifecycle– Provides infrastructure to
support and implement change
The Stacey Diagram
◊ Simple projects don’t need Scrum
◊ The Complicated projects benefits from Scrum to increase certainty and agreement
◊ Scrum returns the biggest process gains in the Complex space
◊ In the Anarchy space, there is high risk regardless of method
Ralph Stacey, Strategic Management and Organizational Dynamics
Technology
Req
uire
men
ts
Agile Methodologies
Agile
Scrum – Iterative method used by most teams
XP – The software engineering practices
Kanban – Often used in operations
Lean – Concepts used for organizational Agile
Scrum Overview
Product VisionRoadmap
Day
Sprint
…
…
…
Pla
n
Day
Day
Daily Scrum
Revie
w
Retr
oSprintP
lan
Revie
w
Retr
o
Idea
Initiation ReleasePla
n
Release ReleasePla
n
Pla
n
Time
Scrum Framework
* Diagram from Scrum Primer From the Scrum Primer
Product Backlog
Kanban
◊ Visualize Flow◊ Limit Work In Progress (WIP)◊ Measure Workflow◊ Optimize the Workflow
Visualize Flow
In Queue
Development
In Progress Done
QA Tests
In Progress Done
Release
In Progress Done
Item
Item
Item
Item
Item
Item
Item
Item Item
Item
Item
Item
Item
Item
Item
Item Item
Item
Limit Work In Progress
In Queue
(5)
Development (3) In
ProgressDone
QA Tests (4)In
ProgressDone
Release (5)
In Progress
Done
Item
Item
Item
Item
Item
Item
Item
Item Item
Item
Item
Item
Item
Measure Workflow
◊ Average Time In Queue – 3 days◊ Average Time In Development – 2 days◊ Average Time Waiting for QA Test – 2 days◊ Average Time In QA Test – 5 days◊ Average Time Waiting for Release – 9 days◊ Average Time in Release – 3 days◊ Average throughput - 24 days
Optimize Workflow
◊ Average Time In Queue – 3 days◊ Average Time In Development – 2 days
◊ Average Time Waiting for QA Test – 2 days◊ Average Time In QA Test – 5 days
◊ Average Time Waiting for Release – 9 days◊ Average Time in Release – 3 days
◊ Average throughput - 24 days
Optimize Workflow
In Queue
(5)Development (3)
In Progress Done
QA Tests (4)In
ProgressDone
Release (5)In
ProgressDone
Item
Item
Item
Item
Item
Item
Item Item Item
Item
Item
Item
ItemItem
When to use Kanban
◊ Operational Work– Networking– Help Desk– Pure Operation and Maintenance
◊ When 1 weeks Scrum Sprints are too long◊ Visualizing and measuring across multiple workflows or
teams
◊ If Scrum is not working for you, transitioning to Kanban will usually make things worse (other than the cases above)
◊ Kanban concepts can be applied to Scrum and Waterfall
Scaled Concepts
◊ Scaled Agile Framework (SAFe)◊ Large Scaled Scrum (LESS)◊ Disciplined Agile Delivery (DAD)◊ Spotify model …
Scaled Agile Framework™ Big Picture
LeSS
Disciplined Agile Delivery (DAD)
Disciplined Agile Delivery:The Foundation for Scaling Agile
© Disciplined Agile Consortium 24
Scrum LeanKanban
XP Agile Modeling
And more…SAFeOutside In Dev.
Team SizeGeographicDistribution
Compliance Domain Complexity TechnicalComplexity
OrganizationalDistribution
DAD leverages proven strategies from several sources,providing a decision framework to guide your adoption and
tailoring of them in a context-driven manner.
Scaling at Spotify
Excella ConsultingExperience and Expertise in Agile Solutions
– Coaching– Training– Assessments
– Agile Adoption– Agile Development Teams– Agile PMO
Training Courses– Certified ScrumMaster (CSM)– Certified Scrum Product Owner (CSPO): The Agile Business Analyst– Advanced Certified Scrum Product Owner (CSPO)– Certified Scrum Developer (CSD)– Agile Testing– Agile Business Intelligence and Data Warehousing– Automated Acceptance Testing – Great for Analysts and Testers!!
See http://www.excella.com/training for more information
Contact Information
Richard K [email protected]
m703-967-8620http://www.excella.comTwitter: @RichardKCheng
