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Agile, and Scrum
© 2013 SolutionsIQ. Author: Dhaval Panchal
Dhaval Panchal (twitter: @dhavalpanchal)
• Certified Scrum Trainer
• Certified Scrum Coach
• Process Zombie detector
Favorite Quote:
“Stick to the basics and when you feel you have mastered them it’s time to start all over again, begin anew –again with the basics- this time paying more attention.” – anonymous
© 2013 SolutionsIQ. Author: Dhaval Panchal
Agenda
• Why Agile?• How is Agile different?• What is Agile, and Scrum framework?• Agile transformation guidelines
© 2013 SolutionsIQ. Author: Dhaval Panchal
Practicing Agile approaches for
> 1 year6-12 months< 6 months
Agile Poll
© 2013 SolutionsIQ. Author: Dhaval Panchal
“Agile is a fad, we just have to wait this one out”
TrueMaybeFalse
Agile Poll
© 2013 SolutionsIQ. Author: Dhaval Panchal
“We are huge fans of agile, and are using it in our most critical
programs”
CIO, Roger Barker[Source: ComputerWorld, Fed Turns to agile development as budget cuts loom, Janurary 22, 2013]
© 2013 SolutionsIQ. Author: Dhaval Panchal
Federal Agencies implementing Agile
© 2013 SolutionsIQ. Author: Dhaval Panchal
“Early and frequent customer involvement enables Agencies to ensure that systems being developed
actually meet the needs of the mission”
Source: Information Week, August 14, 2013: “Why feds are embracing agile”
© 2013 SolutionsIQ. Author: Dhaval Panchal
Section 804 - An Agile law
(a) NEW ACQUISITION PROCESS REQUIRED—The Secretary of Defense shall develop and implement a new acquisition process for information technology systems.
....
(2) be designed to include— (A) early and continual involvement of the user;
(B) multiple, rapidly executed increments or releases of capability;
(C) early, successive prototyping to support an evolutionary approach; and
(D) a modular, open-systems approach
National Defense Authorization Act 2010, Section 804
© 2013 SolutionsIQ. Author: Dhaval Panchal
SolutionsIQ Clients
© 2013 SolutionsIQ. Author: Dhaval Panchal
7th Annual State of Agile SurveyVersionOne
© 2013 SolutionsIQ. Author: Dhaval Panchal
How is Agile different?
© 2013 SolutionsIQ. Author: Dhaval Panchal
Agile vs. Waterfall : Key DifferenceSource: Indeed.com : Trends, September 09. 2013
© 2013 SolutionsIQ. Author: Dhaval Panchal
Waterfall Characteristics
• Phased-gated approach
• Large batch hand-offs
• Centralized Control
© 2013 SolutionsIQ. Author: Dhaval Panchal
Agile vs. Waterfall: Characteristics
Agile ____Waterfall ____
© 2013 SolutionsIQ. Author: Dhaval Panchal
- Adapted from Geoffrey Moore’s Crossing the Chasm: Technology Adoption Life CycleImage Source: www.whiteafrican.com
IT industry is here
Enth
usia
sts
Visi
onar
ies
Prag
mati
stsGovernment IT
is here
Cons
erva
tives
Skep
tics
Agile adoption cycleWhere is your organization?
© 2013 SolutionsIQ. Author: Dhaval Panchal
What is Agile?What is Scrum?
© 2013 SolutionsIQ. Author: Dhaval Panchal
Scrum
XPCrystal
Lean
DSDM
FDD
AGILE
© 2013 SolutionsIQ. Author: Dhaval Panchal
The Agile Manifesto*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 toolsWorking software over comprehensive
documentationCustomer 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.”
* www.agilemanifesto.org
Principles behind the Agile Manifesto*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. * www.agilemanifesto.org/principles
Source: VersionOne
© 2013 SolutionsIQ. Author: Dhaval Panchal
ScrumBased on Industry accepted best practices, used to develop complex products since the early 1990’s
“It is what we already do, when our back is against the wall”- James Coplien
© 2013 SolutionsIQ. Author: Dhaval Panchal
Scrum Framework
© 2013 SolutionsIQ. Author: Dhaval Panchal
Framework
You can employ various processes and techniques
NOT A PROCESS for building products
© 2013 SolutionsIQ. Author: Dhaval Panchal
Empirical Process Control
• Inspection• Adaptation• Transparency
© 2013 SolutionsIQ. Author: Dhaval Panchal
Incremental
© 2013 SolutionsIQ. Author: Dhaval Panchal
Iterative© 2013 SolutionsIQ. Author: Dhaval Panchal
Time Box
Scrum employs time boxes to create
regularity
© 2013 SolutionsIQ. Author: Dhaval Panchal
Predictable© 2013 SolutionsIQ. Author: Dhaval Panchal
Controls Risk
Controls Risk© 2013 SolutionsIQ. Author: Dhaval Panchal
PULL
PULL© 2013 SolutionsIQ. Author: Dhaval Panchal
The Scrum Team
The Scrum Team© 2013 SolutionsIQ. Author: Dhaval Panchal
Self Organizing
Cross Functional© 2013 SolutionsIQ. Author: Dhaval Panchal
ScrumMaster Role
Servant as a leader
Responsible to ensure scrum framework is understood and followed
© 2013 SolutionsIQ. Author: Dhaval Panchal
Delivery Team Role
Responsible to do quality work in a predictable
manner
© 2013 SolutionsIQ. Author: Dhaval Panchal
Product Owner Role
Responsible to maximize value of the work that the Scrum team does
© 2013 SolutionsIQ. Author: Dhaval Panchal
Scrum Roles
Delivery Team
Product Owner
Scrum Master
CommitmentFocusOpennessRespectCourage
The Scrum TeamOther SME’s, Teams(dependency management)
Sponsors
Stakeholders
ExternalStakeholders
ScrumMaster Orbit
© 2013 SolutionsIQ. Author: Dhaval Panchal
Dynamic Meta-Stable States
© 2013 SolutionsIQ. Author: Dhaval Panchal
Agile Transformation
© 2013 SolutionsIQ. Author: Dhaval Panchal
14 Challenges
• © 2013 SolutionsIQ. Author: Dhaval Panchal
© 2013 SolutionsIQ. Author: Dhaval Panchal
Satir Change Model
Image source: http://stevenmsmith.com/ar-satir-change-model/
© 2013 SolutionsIQ. Author: Dhaval Panchal
Transformation Agents
• Champions• Training• Coaches• Peers• Mentors• Communities• Fun!
© 2013 SolutionsIQ. Author: Dhaval Panchal
Organizations do not change, people change. When enough
people have changed the organization has changed.
© 2013 SolutionsIQ. Author: Dhaval Panchal
Yelling at people to change works
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
Impediments, when removed boost team morale
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
Change is fostered when learning through experimentation is
encouraged
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
An organization through a successful Agile transformation will work and feel very different from its former
self
MostlySometimesRarely
Not just a process change
© 2013 SolutionsIQ. Author: Dhaval Panchal
What kind of information, structure and support can be
provided to help change process?
© 2013 SolutionsIQ. Author: Dhaval Panchal
Top 10 Effective Practices
© 2013 SolutionsIQ. Author: Dhaval Panchal
Sustained Executive Support
Why?• The single purpose, cause or
belief that serves as unifying, driving and inspiring force
HOW?• Guiding principles or actions
an organization takes to bring to life their why?
• Strategies
What?• Tactics• Everything tangible an
organization says or does. (example: Agile Development or scrum)
© 2013 SolutionsIQ. Author: Dhaval Panchal
Transformation strategies
© 2013 SolutionsIQ. Author: Dhaval Panchal
Planting Seeds
• Soft touch approach; giving permission to practice Agile approaches
• Enabling grassroots transformation
• Least investment
• No real urgency for change
• Not all seeds germinate
© 2013 SolutionsIQ. Author: Dhaval Panchal
“Burn the boats” : All-in pattern
• Signals management commitment
• It may hurt a lot, but not for long
• Resistant skepticism is short lived
• Too much change too fast
• Weak Agile mechanics implementation
• “Sheep-dipping”
© 2013 SolutionsIQ. Author: Dhaval Panchal
Pilot team• Proves to skeptics that Agile
approaches can work in organization
• Builds Agile champions for future teams
• Management gains experience about scope of change involved
• (aka, Management building courage)
• Takes longer to start small and scale
• Anti-bodies destroy foreign element
© 2013 SolutionsIQ. Author: Dhaval Panchal
Rolling Wave
• Program approach towards Agile transformation
• Few teams at a time with built in coaching support
• Large transformations efforts
• Necessary to build organization coaching and training competency
• Probable assassination of Agile spirit by middle- management
• Must tackle organizational fiefdoms
© 2013 SolutionsIQ. Author: Dhaval Panchal
- Adapted from Geoffrey Moore’s Crossing the Chasm: Technology Adoption Life CycleImage Source: www.whiteafrican.com
Plan
t See
ds
Pilo
t Tea
m
“Burn the boats” / All-In
Rolling Wave
Agile Adoption Strategies
© 2013 SolutionsIQ. Author: Dhaval Panchal
It is in the doing of the work that we discover the work that we must do.
Doing exposes reality
- Maxims, Woody Zuill
© 2013 SolutionsIQ. Author: Dhaval Panchal
Contact
• Email: [email protected]• Blog: www.dhavalpanchal.com• Twitter: @dhavalpanchal• Linkedin: http://www.linkedin.com/in/dhavalpanchal
© 2013 SolutionsIQ. Author: Dhaval Panchal